Project Management Process

Process and Procedure Manual

Revision History

Version No. Date Prepared / Modified by Significant Changes

1.0 10-Nov-2015 Process Team Base-lined Version

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TABLE OF CONTENTS

1. PROJECT MANAGEMENT PROCESS ........................................................................................................... 4

1.1 OBJECTIVE......................................................................................................................................................4
1.2 SCOPE ............................................................................................................................................................4
1.3 ENTRY CRITERIA..............................................................................................................................................4
1.4 INPUT .............................................................................................................................................................4
1.5 ABBREVIATIONS AND GLOSSARY ........................................................................................................................4
1.5.1 Abbreviations.....................................................................................................................................4
1.5.2 Glossary ..............................................................................................................................................5
1.6 ASSUMPTIONS..................................................................................................................................................6
1.7 PROCESS FLOW ...............................................................................................................................................7
1.8 TASK (RESPONSIBLE, ACCOUNTABLE, CONSULTED AND INFORMED) .....................................................................8
1.9 ROLES AND RESPONSIBILITIES .........................................................................................................................12
1.10 GUIDELINES ..................................................................................................................................................13
1.10.1 Project Planning .............................................................................................................................13
1.10.2 Project Monitoring & Control .......................................................................................................14
1.10.3 Project Closure ...............................................................................................................................15
1.10.4 Project Change Request (CR) Management ................................................................................16
1.11 VERIFICATION AND VALIDATION ......................................................................................................................16
1.12 METRICS AND MEASUREMENT ..........................................................................................................................17
1.13 OUTPUT .......................................................................................................................................................17
1.14 EXIT CRITERIA...............................................................................................................................................17
1.15 APPLICABLE STANDARDS ................................................................................................................................17
1.16 REFERENCES .................................................................................................................................................17

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1. Project Management Process

1.1 Objective
The objective of the process is to:

• Manage project to create unique work-product or solution

• Ensuring seamless execution of SDLC activities
• Manage project change as per appropriate change control mechanism

1.2 Scope
The scope of the process is to:

• Develop necessary management plans to execute project on Idea approved as a Project by PAC
and approved Project Charter and CER/OER
• Execute, monitor & control project as per management plans within agreed budget
• Perform project closure activities to ensure completion and delivery of all work-products or
solution and sharing lesson learnt within the team

1.3 Entry Criteria

• Idea categorized as a Project for “New Solution & Major Enhancement” OR “Enhancement &
Change” as per “Solution Complexity Scorecard” spreadsheet.

1.4 Input
• High Level Scope Document for Idea
• Approved Project Charter for New Solution & Major Enhancement / Approved Project Charter
for Enhancement & Change if applicable
• Approved CER/OER for New Solution & Major Enhancement / Approved CER/OER for
Enhancement & Change if applicable

1.5 Abbreviations and Glossary

1.5.1 Abbreviations

Terms Description

CER/OER Capital Expenditure Request / Operating Expenditure Request

CM Change Management

CR Change Request

DRBC Disaster Recovery and Business Continuity

H/w Hardware

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Terms Description

KB Knowledge Base

KM Knowledge Management

MoM Minutes of Meeting

PAC Project Awareness Committee

PCCB Project Change Control Board

PM Project Manager

PMLC Project Management Life Cycle

PMP Project Management Plan

PSR Project Status Report

QA Quality Assurance

RACI Responsible, Accountable, Consulted, Informed

SDLC Solution Development Life Cycle

S/w Software

UAT User Acceptance Testing

1.5.2 Glossary

Terms Description / Definition

Enhancements or Changes to existing functionality that fall below the
Solution Complexity Scorecard threshold for a New Solution/Major
Enhancement, and does not fall into the category of “Repeatable
deployment”, “Bug Fix” or “standard change”.
E.g.:
• Changes to business logic
• Adding new features/functions/equipment, implementing or
consuming web services
• Addition or removal of entities including the deployment of the
Enhancement & Change
solution
• Role Creation and Modification: the addition of new functionality to a
role - This does not include the provisioning of rights and
roles/privileges within the system
• Deletion of Network Access
• Catalog format changes
• Changes to Infrastructure (egg: application, database, hardware,
backend systems, network)
• Operating system, database and application upgrades

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Terms Description / Definition

New functionality (e.g.: application, infrastructure, or architecture)
resulting in a new service OR
Modifications to an existing solution that meet the Solution Complexity
Scorecard threshold (based on the number of business units impacted,
New Solution & Major number of users impacted, length of the project etc.
Enhancement E.g.:
• New object or interface, new technology, new Commercial Off the
Shelf, new Software as a Service/Cloud Solution
• Includes staggered rollout of a new solution
• ERP upgrades, Windows version upgrades etc.
Project Management Describes all management plans / mechanism relevant for the project to
Plan (PMP) execute, monitor & control project activities.

1.6 Assumptions
• Project Management Process will be applicable for “New Solution & Major Enhancement” and
“Enhancement & Change”
• For any change in project (like scope, timeline and effort/budget/cost etc.), the Project
Manager will manage the Project Change as per Project Change Request Management process.

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1.7 Process Flow

Project Management Process

SDLC Vs PMLC

Start
SDLC

Requirement & Transition &

Initiation Design Build Test
Planning Deploy
PMLC

Project Planning Project Monitoring & Control Proje

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SDLC Stage Gates Vs PMLC

Design Exit Gate Transition /

(BuildGo / No Go) (Go Live Go

Initiation Plan Exit Gate Build (Develop) Exit Gate

Exit Gate (Development Go / No Go) (QA Test Go / No Go)

Weeks

PAC
Approval
Initiation

Req’ts & Planning

Design

Build (Development)

Test

Transition / Deploy (Go Live)

Close (Maint Handoff)

Project Planning Project Monitoring & Control

1.8 Task (Responsible, Accountable, Consulted and Informed)

Tasks and RACI (Responsible, Accountable, Consulted and Informed) for the teams/individual owners of the tasks
during the process described below:

Project
Task Project Project
Tasks SDLC Team Steering
Id Sponsor Manager
Committee
Project Planning
Issue Approved Project Charter as per
1.1 I R/A R I
SDLC initiation phase

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Project
Task Project Project
Tasks SDLC Team Steering
Id Sponsor Manager
Committee
1.2 Project Planning meeting R R R/A I
Ensure necessary access on network /
1.3 systems / tools etc. to SDLC team & C I R/A -
Other stakeholders
Prepare Project Management Plan
(PMP) including:
• 1.4a - Establish Project Team
• 1.4b - Identify Project Team and
assign RACI
• 1.4c - Define Resource Plan
including recruitment, staffing,
training etc.
• 1.4d - Define IT Plan including
H/w, S/w, network etc.
1.4 • 1.4e - Select Project Execution C C R/A C
Methodology
• 1.4f - Define Project Status &
Variance Tracking and Controlling
Mechanism
• 1.4g - Define Project Reporting
Mechanism
• 1.4h - Define Project Support
Plans including CM, QA, KM, Risk,
Security & DRBC and
Communication plans etc.
1.5 Review PMP - - R R/A
Project Steering Committee checks if
1.6 the PMP is Ok, if Yes, Go to Step 2.1 I I R R/A
Else Go to Step 1.7
Project Steering Committee along with
PM determines if Project Change is
required.
1.7 R I R R/A
If Yes, Perform Project CR Process
steps 5.1 to 5.9 and then Go back to
Step 1.4 Else Go back to Step 1.4.
Estimate Effort / Size for SDLC
2.1 R/A I R C
Activities
2.2 Prepare / Update Project Schedule R - R/A C
Project Steering Committee reviews
Project Schedule. Project Schedule is
2.3 OK? R I R R/A
If Yes, Go to Step 2.4 Else Go back to
from Step 2.1
2.4 Baseline PMP and Project Schedule I I R/A I
Project Planning Stage-gate and
2.5 R I R/A R
Project Execution Kick-off.

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Project
Task Project Project
Tasks SDLC Team Steering
Id Sponsor Manager
Committee
Circulate Minutes of Meeting (MoM)
2.6 and track action items to closure. I I R/A I
Process continues from Step 3.1

Project
Task Project
Project Planning SDLC Team Steering
id Manager
Committee

Project Monitoring & Control

Execute, Monitor & control project variances
3.1 R R R/A
to the project baseline
3.2 Identify & Mitigate Risks if any, in Clarity tool C C R/A

3.3 Identify & Resolve Issues if any, in Clarity tool R C R/A

3.4 Identify & Resolve Non-conformances if any R C R/A

3.5 Conduct team meeting to review Progress R - R/A

Identify & Implement Corrective & Preventive
3.6 R - R/A
Actions
Weekly Project Status Report (PSR) will be
3.7a,b created / generated in Clarity Tool. SDLC team R I R/A
will provide necessary input for PSR.
Participate in Weekly Project Status / Progress
3.8 R R R/A
Review Meeting
Determine Project Change if any?
If Yes, Performs Project CR Process steps 5.1
3.9 R R R/A
to 5.9 and then Go to Step 3.10 Else Go to Step
3.11.
Update PMP & Re-baseline. Go back to Step
3.10 I I R/A
3.1.
3.11 Review Project Performance R R R/A
Identify & Implement Corrective & Preventive
3.12 R I R/A
Actions
Review if all activities completed as per
Project Work Plan?
3.13 If Yes, Go to Step 4.1 Else Repeat the steps 3.1 R R R/A
to 3.13 as appropriate till completion of the
work as per plan.

Project
Task SDLC Project Service Desk/
Project Planning Steering
id Team Manager Support Team
Committee

Project Closure

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Project
Task SDLC Project Service Desk/
Project Planning Steering
id Team Manager Support Team
Committee
Ensure all documents completed as per
4.1 C - R/A -
plan
Enable Hypercare to Service Desk / Support
4.2 R - R/A R
team
Arrange Project Closure Meeting with SDLC
4.3 C - R/A -
Team and other stakeholders as per Plan
Participate in Project Closure Meeting and
4.4 R R R/A -
agree on Project Closure
4.5 Share Project Closure Report within team I I R/A I
Update all relevant project related
4.6 R - R/A -
documents / records
Communicate Stakeholders on closure of
4.7 I I R/A I
the Project
4.8a Conduct Project Retrospection Meeting I I R/A -
Participate in Project Retrospection
4.8b R - R/A -
Meeting
4.9 Prepare Project Retrospection Report C - R/A -
Share learning and best practices in KB for
4.10 I I R/A I
team to implement in future projects
Closure Stage-gate to ensure completion of
4.11 the project and release all resources / C C R/A C
teams.

Project
SDLC Project
Task id Project Planning PCCB Steering
Team Manager
Committee

Project Change Request Management

Raise / Update Project Change Request
5.1 - R/A I -
(CR)
Review & approval of Project CR. Project
CR approved?
5.2 C R R/A I
If Yes, Go to Step 5.3 Else Go back to Step
5.1.
Identify impacted Deliverables for the
5.3 R/A R - -
Project CR
Estimate / Re-estimate Effort / Size for
5.4 R/A R - -
SDLC Activities
Determine if Change required in Project
Schedule/Cost based on re-estimate of
5.5 R R/A - -
Effort / Size for SDLC Activities?
If Yes, Go to Step 5.6 Else Go to Step 5.9.

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Project
SDLC Project
Task id Project Planning PCCB Steering
Team Manager
Committee
Update Project Schedule/Cost based on
5.6 re-estimated effort / size done by SDLC R R/A - -
Team
Review and approval of the Project
Schedule/Cost. Decision on Project
5.7 Schedule/Cost approved? I R - R/A
If Yes, Go to Step 5.8 Else Go back to Step
5.6
5.8 Re-baseline Project Cost I R/A - I
Update impacted Deliverables as per
5.9 revised approved schedule following SDLC R/A R - I
Process

1.9 Roles and Responsibilities

Roles Responsibilities
Responsible for overall accountability within IT for the project. Key
responsibilities include:

• Raises Idea for Project

Project Sponsor
• Documents High Level Scope for Idea
• Reviews & approves Project Charter
• Reviews and approves CER / OER

Responsible for the intake of business requested projects, changes or

requests. Works with the business to establish the priority for agreed to
solutions. Key responsibilities include:

Relationship Manager • Prepare Business Case for Idea with Project Sponsor
(RM) • Communicate the reason for rejection of the Idea to the stakeholders
• Prioritizes Projects for approved Ideas
• Works with PM in preparing Project Charter
• Works with PM in preparing CER / OER

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Roles Responsibilities
Responsible for project planning, project monitoring & controlling,
project change control and Project closure. Key responsibilities include:

• Supports RM in preparing Project Charter.

• Supports RM in preparing CER / OER. Updates CER/OER in case there
is any change is effort / budget / cost.
Project Manager (PM) • Prepares / updates Project Management Plan
• Raises Project Change Request
• Ensure Estimates Size / Effort and Schedule WBS activities from
Respective teams for their own activities
• Ensures baseline of Project Scope, effort/budget/cost and schedule
• Engage team for retrospection and determine lessons learnt

Responsible for estimating scope, effort/cost, schedule and change in

effort & schedule in case of Project Change Request. Key responsibilities
include:
SDLC Team (Solution
• Works with PM to estimates scope, effort/cost & schedule
Analysts, Delivery,
• Evaluate impact on deliverables and works with PM to re-estimate
Testers etc.) scope, effort/cost & schedule or estimate change in scope,
effort/cost & schedule based on Project CR
• Participate in retrospection and determine lessons learnt

Project Change • EITS governing body with review & approval responsibility of project
change request.
Control Board (PCCB)
Project governing body with responsibility of approval of:

• PMP Review & approval

Project Steering • Project effort/budget/cost & schedule
Committee • Project Status and Performance Review
• Project Closure Review
• Stage-Gates Review for ensuring readiness to move to next phase

1.10 Guidelines

1.10.1 Project Planning

During SDLC Initiation Phase, PAC approves Idea as a project for “New Solution & Major Enhancement” OR
“Enhancement & Change”. On approval of Idea as a project during SDLC Initiation Phase:

• In case of Project for New Solution & Major Enhancement, Relationship Manager works on Project Charter
and CER/OER with Project Sponsor and gets the approval from the Project Sponsor.
• Similarly In case of Project for Enhancement & Change, but if applicable, Relationship Manager works on
Project Charter and CER/OER with Project Sponsor and gets the approval from the Project Sponsor.

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On completion of SDLC Initiation Phase, the project planning phase starts and the Project Manager (PM) develops
a detailed plan for the project. The PM involves stakeholders from SDLC teams and other stakeholders as
appropriate.

Based on the information collected during the project planning phase, the PM provides necessary access to
identified project resources / teams / stakeholders and starts preparing detailed Project Management Plan
(PMP), which contains all management plans for project execution, monitoring & control. The PM submits the
PMP to Project Steering Committee for review & approval.

While working and review of PMP, the PM evaluates the project requirements and determines if any change
required in Project Scope, Timeline, budget/Cost etc. if any, raises & implement Project CR as per Project CR
Management Process, and updates the PMP accordingly.

The PM ensures effort / size estimates are done by the respective teams for SDLC activities and works with team
to prepare schedule. The PM submits the estimates and schedule to Project Steering Committee for review and
approval.

On approval of the project schedule by Project Steering Committee, the PM conducts Project Planning Stage-
Gate Review:

• Involving Project Steering Committee, SDLC team and other stakeholders as appropriate to review the
completion of all activities / deliverables of project planning phase
• Baselines project scope, effort/budget/cost and schedule
• Tracks action items out of Stage Gate Review till closure

On successful completion of Planning Phase Stage-Gate as per Stage-gate checklist, the PM should communicate
to the teams/stakeholders, the completion of project planning phase to move to the next phase.

1.10.2 Project Monitoring & Control

The PM, during execution of the project, monitors & controls the project activities as per PMP and Project
Schedule.

The PM should ensure:

• Monitoring & Controlling Variances to the Project Baseline - Tracking of project performance including
effort, schedule and budget/cost etc. against the project baselines and determine the variances if any.
In case any deviations from the project baseline, the PM should determine and implement corrective &
preventive actions with SDLC team & stakeholders.
• Tracking & Mitigating Risks –
o Identifying, tracking and mitigating risks on regular interval as per frequency defined frequency
in PMP and even-driven when required.
o Reporting risks to Stakeholders and Project Steering Committee through Project status reporting
to mitigate the risks.
o Also reporting risks to stakeholders and Project Steering Committee as appropriate on event-
driven basis if required early intervention to mitigate the risks.
o Risks are tracked and reported in Project Status Report through Clarity tool
• Tracking & Resolution Issues –

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o Identifying, tracking & resolving the issues by Project / SDLC teams or escalate to Project
Steering Committee as appropriate for resolution or providing resource for resolution or guidance
for resolution.
o Issues are tracked and reported in Project Status Report through Clarity tool
• Tacking & Resolving Non-Conformances – Identifying, tracking & resolving non-conformances to the
defined standards through SDLC Stage-gate review at the end of each phase following Stage-Gate Review
Checklist.

Status / Performance Reporting & Review

The Project Manager should conduct regular project status meeting with team to identify status of the project
and ensures preparation / generation of the Project Status / progress report in Clarity tool and communicate to
stakeholders and Project Steering Committee as per defined frequency in PMP.

The PM, on regular interval as per defined frequency in PMP, should discuss the Project Status Report with
Stakeholders and Project Steering Committee, circulate MOM including action items, and track the action items
till closure.

The PM should also discuss the change required in scope, timeline, budget/cost etc. if any, raises & implements
Project CR as per Project CR Management Process described in below section, and updates the PMP accordingly.

The PM also ensures project performance review against project baselines, non-conformances to agreed
standards, customer complaints including risks, issues, concerns etc. if any by Project Steering Committee in
order to meet or exceed project baselines.

The PM along with SDLC team tracks progress of all project activities as per project plan and repeats project
monitoring & control till completion of the project work. On completion of all project, the PM performs project
closure.

1.10.3 Project Closure

This phase focusses on ensuring completion of all project activities & artifacts and sign-off from stakeholders.

The PM along with SDLC Team should ensure:

• Completion of all project deliverables / artifacts by respective teams and delivery of all project
deliverables to stakeholders
• Successful completion of Knowledge Transition, Hypercare Go-live Support & Sign-off between Delivery
and Support team
• Project Closure Meeting with Project Steering Committee and other stakeholders to validate all activities
completed as per scope of the project
• Project retrospection meeting with SDLC team and other stakeholders to identify lesson learned based on
what went wrong and what went right. Retrospection meeting is required for all “New Solution & Major
Enhancement” projects and recommended for “Enhancement & Change” projects that:
o Projects identified as “Strategic Projects in Clarity”
o Projects that finish +/- 10% of Design Phase Baseline Budget
o Projects that finish +/- 10% of Design Phase Baseline Go Live date
o Projects that are abandoned in-flight
o Projects that have over $10000 in capital expense.

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• The Project Manager shall share learning within the Project / SDLC teams to implement best practices in
future projects.

On completion of the above, the PM conducts Project Closure Stage-Gate Review:

• Involving Project Steering Committee, SDLC team and other stakeholders as appropriate to review the
completion of all activities / deliverables of the project
• Tracks action items out of Stage Gate Review till closure

On successful completion of Project Closure Phase Stage-Gate as per Stage-gate checklist, the PM should
communicate to the teams/stakeholders, the closure of the project to all stakeholders and release the team.

1.10.4 Project Change Request (CR) Management

The PM during project planning, monitoring & control determines if there is a change required in scope, timeline,
budget/cost etc., raises & implements the Project CR:

• The PM should raise the Project CR.

o The Project CR should have impact to the base-lined schedule / budget, reason for the change in
schedule / budget and the appropriate level of approvals required.
o Whenever the budget changes by +/- 10 %, then CER / OER Amendment is required. The PM
should work with the Project Sponsor to update CER/OER and get the approval from the Project
Sponsor.
• The PM submits the Project CR to PCCB for review & approval.
• The PCCB reviews and approves the Project CR.
• On approval of the Project CR, the PM should ensure that:
o SDLC team performs necessary impact analysis of the Project CR and determines the affected
deliverables based on the Project CR
o SDLC team re-estimates effort / Size of the project or Change in effort / Size of the project for
the affected deliverables based on the project CR
• The PM along with SDLC team should determine that:
o If there is no change or negligible change in the project estimate / size and there is no impact on
Project Schedule / Cost, SDLC team should update the impacted deliverables based on Project CR
and implement the SDLC.
o If there is significant change in the project estimate / size and there is impact on Project
Schedule / Cost, the PM along with SDLC team updates project schedule and cost as appropriate
and submit to Project Steering Committee for approval. On approval of the Project Steering
Committee, the PM should re-baseline the Project Scope, effort/budget/cost and Schedule. The
SDLC team should update the impacted deliverables based on Project CR and implement the
SDLC.

The PM should ensure that only approved Project CR are implemented in the project.

1.11 Verification and Validation

• Review of PMP by Project Steering Committee
• Project Planning Stage-Gate Review by Project Steering Committee
• Review and Approval of Project Schedule by Project Steering Committee
• Weekly Project Status / Progress Review by Project Steering Committee

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• Review and Approval of Project CR by PCCB

• Review of Project Closure Report by Project Steering Committee
• Project Closure Stage-Gate Review by Project Steering Committee

1.12 Metrics and Measurement

Metrics Explanation / Illustration

Variance of Planned effort Vs Actual Effort Spent. Formula:
Effort Variance
(Effort Spent – Effort Planned) * 100 / Effort Planned
Variance in Planned Timeline Vs Actual Timeline. Formula:
Schedule Variance
(Time Elapsed – Time Estimated) * 100 / Time Estimated
Variance in Planned Cost Vs Actual Cost. Formula:
Cost Variance
(Cost Incurred – Cost Estimated) * 100 / Cost Estimated
All required documentation from the appropriate SDLC is approved.
Quality
Formula: Stage Gate review signoffs and stored in repositories.

1.13 Output
• Project Management Plan
• Project Change Request
• Project Scope, Cost and Schedule Baselines
• Project Schedule
• Project Closure Report
• Lessons Learnt and Best Practices in KB

1.14 Exit Criteria

• Completion of all Project activities as per Plan and Successful completion of Project Closure Stage-Gate
Review

1.15 Applicable Standards

• CMMI Ver1.3
• ISO 9001:2008

1.16 References
• Client’s Process 150-5000 Project Baseline Process
• PMBOK
• PRINCE 2.0
• CMMI Project Management Practices

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