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Project Management Office (PMO)

Project Management Guide (PMG)



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!"#$%#$&
I. Overview of Project Management........................................................................................................ 4
1. ro[ecL ManagemenL Culde (MC) .................................................................................................. 4
1.1 lnLroducLlon.............................................................................................................................. 4
1.2 Scope ........................................................................................................................................ 6
1.3 ro[ecL 1ypes ............................................................................................................................ 6
2. uocumenL Cvervlew, 1allorlng, and Culdance................................................................................. 7
3. 1he ro[ecL Llfe Cycle ....................................................................................................................... 8
II. Roles and Responsibilities.................................................................................................................... 9
1. Who ls arL of Lhe ro[ecL 1eam? .................................................................................................... 9
2. lmporLance of SLakeholders ........................................................................................................... 10
3. ro[ecL Manager............................................................................................................................. 10
3.1 ro[ecL Manager 8esponslblllLles ........................................................................................... 11
4. ro[ecL Cwner ................................................................................................................................ 13
4.1 ro[ecL Cwner 8esponslblllLles............................................................................................... 13
3. Covernance .................................................................................................................................... 14
3.1 Covernance 8esponslblllLles .................................................................................................. 14
6. ro[ecL lmplemenLaLlon 1eam ....................................................................................................... 13
6.1 lmplemenLaLlon 1eam 8esponslblllLles .................................................................................. 13
7. Lnd user ......................................................................................................................................... 16
7.1 Lnd user 8esponslblllLles ....................................................................................................... 16
III. Five Stages of Project Management ................................................................................................... 18
1. ldea SLage....................................................................................................................................... 18
CaLe 1 ConLrol lramework..................................................................................................................... 19
2. leaslblllLy SLage.............................................................................................................................. 21
CaLe 2 ConLrol lramework..................................................................................................................... 22
3. lannlng SLage................................................................................................................................ 24
3.1 ueveloplng lans .................................................................................................................... 23

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3.2 ueflnlng Schedule and CosLs .................................................................................................. 26
3.3 ldenLlfylng 8esources and CbLalnlng 8esource CommlLmenLs .............................................. 26
3.4 8eflnlng Lhe SLaLemenL of 8lsks ............................................................................................. 27
Commun|cat|ons |an............................................................................................................................ 27
CaLe 3 ConLrol lramework..................................................................................................................... 29
4. lmplemenLaLlon SLage.................................................................................................................... 31
4.1 lmplemenLlng Lhe lan ........................................................................................................... 32
4.2 SelecLlng and AdmlnlsLerlng rocuremenLs ........................................................................... 32
4.3 CulLlvaLlng 1eamwork............................................................................................................. 32
4.4 MonlLorlng.............................................................................................................................. 33
4.3 verlfylng roducL CuallLy ....................................................................................................... 33
CaLe 4 ConLrol lramework..................................................................................................................... 34
3. Closure SLage.................................................................................................................................. 33
3.1 Closlng Lhe ro[ecL or SLage ................................................................................................... 33
CaLe 3 ConLrol lramework..................................................................................................................... 36


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Project Management Guide (PMG)

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I. Overview of Project Management
1. Project Management Guide (PMG)
()( *#$+",-.$/"#
1he purpose of Lhe ro[ecL ManagemenL Culde (MC) ls Lo provlde a unlfled meLhodology sLandard for
managlng a pro[ecL aL Lhe unlverslLy of Alabama, speclflcally Lhe Cfflce of lnformaLlon 1echnology (Cl1).
A meLhodology ls a seL of sLep-by-sLep lnsLrucLlons LhaL ouLllne and deLall how Lo accompllsh a deslred
goal.
1he values of provldlng a unlfled meLhodology Lo Lhe ro[ecL ManagemenL Cfflce, Cfflce of lnformaLlon
1echnology, and Lhe unlverslLy as a whole are Lhe followlng:
lmproved accuracy ln esLlmaLlng pro[ecL cosLs and resource demands
8eLLer flnanclal conLrol of pro[ecLs
A sLrucLure for approprlaLe levels of managemenL revlew and approval
1he ablllLy Lo cancel unworLhy pro[ecLs early
ueferrlng pro[ecL expendlLures unLll approprlaLe levels of plannlng, revlew, and approval are
obLalned
ConslsLency and regularlLy ln pro[ecL sLaLus reporLlng
Lnsurlng sufflclenL deLall ln plannlng and rlsk analysls
Lnsurlng approprlaLe levels of sLakeholder lnvolvemenL
Lnsurlng early deLecLlon of problems and lssues.

1he lnlLlal sLep ln managlng each pro[ecL ls followlng Lhls gulde, whlch explalns Lhe process compleLe
wlLh LemplaLe llnks and examples.
A !"#$%&' ls a Lemporary endeavor wlLh a clearly deflned beglnnlng and end.
Movle analogy: ln maklng a movle, Lhe movle ls Lhe pro[ecL. 1he movle has a scheduled begln fllmlng
daLe and end fllmlng daLe among oLher facLors.
A !"#(")* ls larger and ofLen conLalns a serles of relaLed pro[ecLs managed ln a coordlnaLed way Lo
achleve Lhe program's sLraLeglc ob[ecLlves.
Movle analogy: ln a fllm serles (+)"", .#''%"/ 0')" 1)"2/ 3)*%2 4#56/ 0&"%)*/ +)77#8%%5), Lhe serles ls
Lhe program, and each lndlvldual fllm ls consldered a pro[ecL.

1he ro[ecL ManagemenL lnsLlLuLe (Ml) deflnes !"#$%&' *)5)(%*%5' as Lhe appllcaLlon of
knowledge, skllls, Lools, and Lechnlques Lo pro[ecL acLlvlLles Lo meeL pro[ecL requlremenLs."
Movle analogy: 1he sklll of pro[ecL managlng" equaLes Lo Lhe sklll of dlrecLlng" a fllm.


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Project Management Guide (PMG)

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CaLe 1
-ro[ecL lnluauon
approval
-llrsL cuL cosL
esumaLe for
feaslblllLy sLudy
CaLe 2
-lannlng
approval
-CosL allocaLed for
deLalled analysls
and plannlng
CaLe 3
-lmplemenLauon
approval
-CosL esumaLe
approval
CaLe 4
-Closure process
approval
-CosL for closure
CaLe 3
-Closure approval
-llnal cosL

1he baslc process flow of every pro[ecL, small or sLandard, ls graphlcally deplcLed ln Lhe charL below.

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()0 1."2%

1hls gulde applles Lo all unlverslLy of Alabama pro[ecLs LhaL produce producLs or provlde servlces. 1he
followlng are examples of pro[ecL Lypes:
ro[ect roduct]Serv|ce
SysLem developmenL
ConsLrucLlon pro[ecL
SofLware developmenL
A sysLem
ConsLrucLlon
SofLware appllcaLlon

8oLh new pro[ecLs and Lhose LhaL have been underway for some Llme wlll beneflL from adopLlon of
Lhese guldellnes.
When shou|d work performed be cons|dered a pro[ect?
lf Lhe answer Lo any of Lhe below quesLlons ls yes," Lhe work musL be LreaLed as a pro[ecL.
lf Lhe answer Lo all of Lhe below quesLlons ls no," Lhe work may be done wlLhouL formal pro[ecL
managemenL.
1. ls Lhere a dlrecL expense for non-
expendable maLerlals, sofLware, or servlces
> $3,000?
a. Lxpendable maLerlals are Lhlngs llke
Lapes, paper, eLc.
2. ls Lhere an expecLed or poLenLlal lmpacL Lo
more Lhan 20 people or Lo one or more
vls?
3. ls Lhere an expecLed or poLenLlal lmpacL Lo
any mlsslon crlLlcal sysLem?
4. Wlll Lhe work requlre Lhe experLlse of more
Lhan Lhree people?
3. Wlll Lhe work requlre more Lhan 80 hours of
work?
6. ls Lhe work someLhlng never done before or
only done lnfrequenLly?
()3 4+"5%.$ 672%&

ln general, Lhere are Lwo Lypes of pro[ecLs: small and sLandard. 1he Lwo Lypes dlffer ln Lerms of
complexlLy, duraLlon, scope, fundlng, dellverables, and rlsk.
Standard pro[ect:
ls complex, requlrlng Lhe collaboraLlon of
more Lhan Lhree dlfferenL professlonal sklll
seLs.
ls long ln duraLlon, Lyplcally lasLlng more
Lhan four weeks.
ls broad ln scope, havlng mulLlple ob[ecLlves
LhaL aren'L readlly achlevable.
ls cosLly, requlrlng a dlrecL expendlLure of
more Lhan $20, 000.

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May lnvolve Lhe lnLroducLlon of new
Lechnologles for whlch Lhere ls llLLle or no
experLlse.
roduces dellverables wlLh many
lnLerdependencles among sklll areas.
ls Lled Lo an approved sLraLeglc lnlLlaLlve.
Pas a hlgh level of poLenLlal rlsks.
Sma|| pro[ect:
ls sLralghLforward, easlly compleLed by a
slngle Leam lnvolvlng Lhree or fewer
professlonal sklll seLs.
ls shorL ln duraLlon, Lyplcally lasLlng less
Lhan four weeks.

ls narrow ln scope, havlng a few clearly
deflned ob[ecLlves LhaL are readlly
achlevable.
ls low ln cosLs, noL requlrlng a dlrecL
expendlLure of more Lhan $20,000.
uoes noL requlre Lhe lnLroducLlon of new
Lechnologles for whlch Lhere ls llLLle or no
experLlse.
roduces dellverables wlLh few
lnLerdependencles.
ls noL necessarlly Lled Lo an approved
sLraLeglc lnlLlaLlve.
Pas a low level of poLenLlal rlsks.
9:% 2;*;7)";';%2 )56 6;<<%"%5&%2 =%'8%%5 ':% '8# !"#$%&' ',!%2 )"% )72# 2:#85 ;5 ':% ')=7% =%7#8>
Standard ro[ect Sma|| ro[ect
Common
Character|st|cs
An efforL underLaken Lo meeL speclflc ob[ecLlves:
lL solves a Lechnlcal problem, provldes a servlce, bullds a producL, lmplemenLs a
plan of acLlon, or lnvolves oLher unlque efforLs.
lL has lLs own fundlng.
lL has a deflned sLarLlng polnL, deflned ob[ecLlves, and deflned dellvery schedule.
D|st|ngu|sh|ng
Character|st|cs
Complex
Long
8road scope
CosLs more Lhan $20, 000
new or unknown Lechnologles
uellverables wlLh mulLlple
lnLerdependencles
Plgh level of poLenLlal rlsks.
SLralghLforward
ShorL
narrow scope
CosLs less Lhan $20,000
no new or unknown Lechnologles
uellverables wlLh few
lnLerdependencles
Low level of poLenLlal rlsks.
8est ract|ce
Lxpectat|ons
ro[ecL follows baslc besL pracLlces ln Lhls gulde and Lallors Lhe ro[ecL ManagemenL
lan 1emplaLe Lo flL needs.

2. Document Overview, Tailoring, and Guidance
1he flve pro[ecL managemenL funcLlons and Lhe respecLlve acLlvlLles and Lasks lncluded ln Lhls documenL
are Lhe baslc seL needed for managlng a pro[ecL. uescrlpLlons of Lhe funcLlons and acLlvlLles lnclude a
purpose, acLlvlLy descrlpLlon, ldenLlflcaLlon of lnpuLs, lLemlzaLlon of acLlvlLles Lo be performed, Lallorlng
guldance, and ouLpuLs.


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CaLe 1
-llrsL cuL cosL and
scheduule
esumaLes
-ro[ecL lnluauon
approval
CaLe 2
-Soluuon
approach
approval
-8ened cosL/
schedule
esumaLes
-lannlng
approval
CaLe 3
-ueLalled pro[ecL
plan approval
-ueLalled cosL/
schedule
esumaLes
-lmplemenLauon
approval
CaLe 4
-ro[ecL valuauon
plan approval
-Closure approval
CaLe 3
-llnal cosL reporL
-Closure approval
lL ls expecLed LhaL Lhe acLlvlLles descrlbed ln Lhls gulde wlll be Lallored Lo sulL Lhe pro[ecL's needs.
1allorlng ls deflned as Lhe ad[usLmenL or modlflcaLlon of pro[ecL acLlvlLles and work producLs Lo reflecL
Lhe unlqueness of a pro[ecL's requlremenLs, whlle malnLalnlng Lhe goals of Lhe pro[ecL. ln oLher words,
Lallorlng ls ad[usLlng acLlvlLles and besL pracLlces Lo cover dlfferences across pro[ecLs and envlronmenLs.
1allorlng sLarLs wlLh an evaluaLlon of Lhe pro[ecL Lype and conLlnues ln a LhoughLful and dlsclpllned
manner Lo preserve Lhe lnLegrlLy of Lhe acLlvlLy, besL pracLlces, or end goal ob[ecLlve.
3. The Project Life Cycle
ro[ecLs are dlvlded lnLo pro[ecL sLages--ldea, feaslblllLy, plannlng, lmplemenLaLlon, and closure--Lo
provlde beLLer managemenL and conLrol. CollecLlvely, Lhese pro[ecL sLages are known as Lhe pro[ecL llfe
cycle. A Lyplcal pro[ecL llfe cycle ls deplcLed below.


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II. Roles and Responsibilities
A successful pro[ecL requlres Lhe pro[ecL Leam Lo parLlclpaLe ln Lhe plannlng process, buy lnLo Lhe pro[ecL
plan, and accepL responslblllLy for compleLlon of asslgnmenLs.
lL ls lmporLanL Lo have a deflned formal sLrucLure for Lhe pro[ecL and Lhe pro[ecL sLaff. 1hls provldes each
lndlvldual wlLh a clear undersLandlng of Lhe auLhorlLy glven and responslblllLy necessary for Lhe
successful compleLlon of pro[ecL acLlvlLles. ro[ecL Leam members need Lo be accounLable for effecLlve
performance of Lhelr asslgnmenLs.
ro[ecL organlzaLlons come ln many forms. Cn a large pro[ecL, lndlvldual role asslgnmenLs may requlre
full-Llme aLLenLlon Lo Lhe funcLlon. Cn smaller pro[ecLs, role asslgnmenLs may be performed parL-Llme,
wlLh sLaff sharlng ln Lhe execuLlon of mulLlple funcLlons.
1. Who Is Part of the Project Team?
1he requlred mlx for any pro[ecL Leam lncludes Lhe followlng lndlvlduals:
eople speclflcally charged wlLh execuLlon of Lhe pro[ecL soluLlon. 8egardless of how a pro[ecL ls
organlzed, Lhere are roles and responslblllLles LhaL should be consldered for every l1 pro[ecL. 1hese
lnclude responslblllLles llke Lhe followlng:
! uaLa/daLabase admlnlsLraLlon
! ro[ecL managemenL
! uaLa communlcaLlons
! Codlng, scrlpLlng, conflguraLlon
! SysLem LesLlng
! Converslon
! uocumenLaLlon (user and Lechnlcal)
! 1ralnlng
! SysLem archlLecLure
! Pelp uesk
users who lnLerface wlLh Lhe sysLem, provlde sysLem lnpuL lnformaLlon, or depend on sysLem
ouLpuLs (elLher from wlLhln or ouLslde of Lhe organlzaLlon).
ro[ecL owner.

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2. Importance of Stakeholders
SLakeholders are Lhose wlLh a vesLed lnLeresL ln Lhe success of Lhe pro[ecL. 1he ldenLlflcaLlon and lnpuL
of sLakeholders help Lo deflne, clarlfy, change, and conLrlbuLe Lo Lhe scope and, ulLlmaLely, Lhe success
of Lhe pro[ecL.
1o ensure pro[ecL success, sLakeholders should be ldenLlfled early ln Lhe pro[ecL. 1helr needs and
expecLaLlons should be deLermlned and Lhose expecLaLlons managed over Lhe course of Lhe pro[ecL.
SLakeholders on every pro[ecL lnclude Lhe followlng lndlvlduals:
1he pro[ecL manager, who has ulLlmaLe responslblllLy for ensurlng pro[ecL success,
1he pro[ecL owner, who leads ln geLLlng Lhe need for Lhe pro[ecL recognlzed and who has a
professlonal sLake ln Lhe pro[ecL's success,
1he user, who ls Lhe person or organlzaLlon uslng Lhe producL of Lhe pro[ecL,
non-user consLlLuenLs LhaL may be slgnlflcanLly lmpacLed by Lhe pro[ecL's success,
1he pro[ecL Leam members, who are responslble for performlng Lhe work on Lhe pro[ecL,
LxecuLlve managemenL and Lhe fundlng organlzaLlon.

CusLomers, boLh lnLernal and exLernal Lo Lhe organlzaLlon, are Lo be consldered lmporLanL sLakeholders.
WlLhouL lnpuL from Lhe user communlLy, pro[ecLs are more llkely Lo fall. Pavlng user needs deflned early
as parL of Lhe sLaLed pro[ecL goals and dlrecLly Lraceable Lo Lhe flnal soluLlon lncreases Lhe success facLor
for a glven pro[ecL.
1he managemenL of sLakeholder expecLaLlons ls poLenLlally dlfflculL because of confllcLlng goals and
expecLaLlons. 1he expecLaLlons may requlre more resources Lhan are currenLly avallable. llndlng
approprlaLe resoluLlons Lo Lhese dlfferences ls a key Lo successful pro[ecL managemenL. A ma[or pro[ecL
LhaL does noL have backlng of senlor managemenL, for example, wlll have dlfflculLy achlevlng success.
Cne common mlsLake organlzaLlons make ls ln noL engaglng all sLakeholders early ln Lhe pro[ecL llfe
cycle. Larly engagemenL ls crlLlcal Lo deLermlne pro[ecL feaslblllLy and properly seL pro[ecL scope.
3. Project Manager
1he pro[ecL manager has prlmary responslblllLy for Lhe quallLy of a pro[ecL's dellverables and lLs
successful compleLlon. 1o succeed, Lhe pro[ecL manager musL work closely wlLh Lhe pro[ecL owner Lo
ensure LhaL adequaLe resources are applled. 1he pro[ecL manager also has responslblllLy for plannlng
and ensurlng LhaL Lhe pro[ecL ls successfully compleLed on Llme and wlLhln budgeL. 1he pro[ecL manager

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should be asslgned early ln Lhe ldea and feaslblllLy sLages so Lhe plan can be owned by Lhe person
responslble for lLs execuLlon.
3)( 4+"5%.$ 89#9:%+ ;%&2"#&/</=/$/%&
GENERAL FUNCTIONS
! lmplemenL pro[ecL pollcles and procedures.
! Acqulre resources Lhrough negoLlaLlon wlLh pro[ecL owners and resource managers.
! Lnsure adequaLe Lechnlcal proflclency Lo meeL pro[ecL requlremenLs and arrange for Lralnlng.
! LsLabllsh and malnLaln quallLy ln pro[ecL.
! ldenLlfy and procure Lools Lo be used on Lhe pro[ecL.
! MonlLor pro[ecL progress agalnsL schedule and budgeL plans and ralse concerns as approprlaLe.
! Lnsure resources are focused on correcL acLlvlLles.
! Lngage wlLh managemenL Lo ensure pro[ecL awareness and prompL lssue resoluLlon.
IDEA STAGE
! uevelop pro[ecL sLaLemenL lncludlng success crlLerla and consLralnLs.
! ueLermlne pro[ecL classlflcaLlon (small vs. sLandard).
! ueLermlne baslc pro[ecL drlvers, beneflLs, and requlremenLs.
! repare lnlLlal pro[ecL cosL pro[ecLlons and oLher CaLe 1 dellverables.
FEASIBILITY STAGE
! ldenLlfy any ma[or pro[ecL feaslblllLy lssues and deLermlne managemenL recommendaLlons
regardlng Lhem.
! repare CaLe 2 dellverables.
PLANNING STAGE
! uevelop deLalled pro[ecL plan, Lallorlng meLhodology Lo reflecL pro[ecL needs.
! Lnsure LhaL managemenL, users, affecLed organlzaLlons, and conLracLors commlL Lo pro[ecL.
! llnallze pro[ecL basellne plan.
IMPLEMENTATION STAGE
! Asslgn resources Lo pro[ecL and asslgn work packages.
! 8egularly revlew pro[ecL sLaLus, comparlng budgeLed Lo acLual values.
! Lnsure LhaL pro[ecL plan ls updaLed and approved as needed.
! 8evlew Lhe resulLs of CuallLy Assurance revlews.
! arLlclpaLe ln change conLrol board Lo approve sysLem changes.
! updaLe pro[ecL rlsks and esLabllsh prevenLlon and mlLlgaLlon procedures as requlred.
CLOSURE STAGE
! uevelop an acLlon plan for any producL LhaL does noL recelve user slgn-off.
! CbLaln user and managemenL approval of LesLed sysLem and flnal dellverables.
! Close-ouL open acLlon lLems.
! uecommlsslon reLlred sysLems, equlpmenL, and processes.

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! Measure agalnsL pro[ecL success crlLerla.
! AsslsL ulvlslon of urchases ln conLracL close-ouL.
! uevelop and execuLe osL lmplemenLaLlon Survey.

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4. Project Owner
Cne of Lhe mosL lmporLanL pro[ecL sLakeholders ls Lhe pro[ecL owner. 1he pro[ecL owner should have Lhe
lnfluence Lo ensure LhaL Lhe pro[ecL has sufflclenL prlorlLy Lo enable success. 1he owner may also be
responslble for provldlng Lhe fundlng and sLafflng resources Lo compleLe Lhe pro[ecL successfully.
1he pro[ecL owner usually represenLs Lhe reclplenL of Lhe pro[ecL's flnal dellverable. A good pro[ecL
owner ls a prerequlslLe for a greaL pro[ecL manager. 1he owner ls usually head of a program area and
noL normally a day-Lo-day user. 1he pro[ecL owner ls Lyplcally parL of Lhe organlzaLlon's managemenL
and should be a sLrong advocaLe for Lhe pro[ecL. 1he pro[ecL owner normally has a professlonal sLake ln
Lhe pro[ecL's success and ls wllllng Lo dedlcaLe Lhe Llme needed Lo provlde regular and deLalled pro[ecL
revlews and overslghL.
>)( 4+"5%.$ ?@#%+ ;%&2"#&/</=/$/%&
GENERAL FUNCTIONS
! ArLlculaLe program or execuLlve requlremenLs.
! Lnsure LhaL requlremenLs are meL.
! arLlclpaLe ln pro[ecL sLaLus revlews and provlde general overslghL.
IDEA STAGE
! ldenLlfy Lhe problem Lo be solved or Lhe lmprovemenL Lo be made by Lhe pro[ecL. SeL overall
pro[ecL goals and success crlLerla.
! ueflne owner needs and ob[ecLlves.
! SeL scope and budgeLary ranges for Lhe pro[ecL.
! SeL schedule consLralnLs for Lhe pro[ecL.
! Lnsure user supporL of pro[ecL.
FEASIBILITY STAGE
! arLlclpaLe ln plannlng acLlvlLles.
! 8evlew and approve feaslblllLy assessmenLs.
! Approve fundlng.
PLANNING STAGE
! arLlclpaLe ln plannlng acLlvlLles.
! 8evlew and approve pro[ecL plan.
! Asslgn personnel Lhrough Lhe pro[ecL manager.
IMPLEMENTATION STAGE
! MonlLor pro[ecL acLlvlLy.
! ALLend pro[ecL sLaLus and progress revlews.
! Pelp resolve pro[ecL problems.
CLOSURE STAGE
! ALLend lessons learned meeLlng.

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5. Governance
ro[ecL governance may be performed by an asslgned board, an execuLlve commlLLee, or speclflc
execuLlves. Covernance provldes organlzaLlonal overslghL Lo Lhe porLfollo of pro[ecLs, ldenLlfles Lhe need
for pro[ecLs, seLs prlorlLles among pro[ecLs, assesses pro[ecL rlsk, and approves pro[ecL commlLmenLs.
Covernance ls responslble for esLabllshlng Lhe sLraLeglc lnformaLlon Lechnology plans and for ensurlng
LhaL pro[ecLs are conslsLenL wlLh organlzaLlonal and lnsLlLuLlonal sLraLegles and ob[ecLlves. Covernance
ls also responslble for developlng Lhe procedures Lo ensure LhaL l1 pollcles are followed.
A)( B"C%+#9#.% ;%&2"#&/</=/$/%&
GENERAL FUNCTIONS
! rlorlLlze l1 ne eds and develop Lhe overall sLraLeglc plan.
! Lnsure LhaL sufflclenL resources are avallable Lo conducL pro[ecLs.
! 8evlew/approve commlLmenLs Lo exLernal enLlLles (e.g., vendors, oLher
agencles).
! Lnsure LhaL sLaff ls properly Lralned.
IDEA STAGE
! 8evlew/approve ro[ecL lnlLlaLlon lorm.
! LsLabllsh pro[ecL prlorlLy relaLlve Lo oLher pro[ecLs.
! uefer pro[ecLs LhaL may fall below prlorlLy Lhresholds or whlch address lmmaLure or uncerLaln
requlremenLs.
! Cancel pro[ecL lnlLlaLlves LhaL do noL allgn well, are deemed unnecessary or of lnadequaLe value.
FEASIBILITY STAGE
! 8evlew/approve pro[ecL plan.
! 8evlew/valldaLe and approve rlsk analysls.
! 8udgeL and esLabllsh flnanclal reserves based on rlsk analysls.
! uefer pro[ecLs LhaL may fall below prlorlLy Lhresholds or whlch address lmmaLure or uncerLaln
requlremenLs.
! Cancel pro[ecL lnlLlaLlves LhaL do noL allgn well, are deemed unnecessary or of lnadequaLe value.
! Approve LranslLlon Lo plannlng sLage.
PLANNING STAGE
! 8evlew pro[ecL prlorlLy and approve sLarL-up.
! Approve pro[ecL schedules and budgeLs.
! Lnsure LhaL fundlng ls avallable.
! uefer pro[ecLs LhaL may fall below prlorlLy Lhresholds or whlch address lmmaLure or uncerLaln
requlremenLs.
! Cancel pro[ecL lnlLlaLlves LhaL do noL allgn well, are deemed unnecessary or of lnadequaLe value.
! Approve LranslLlon Lo lmplemenLaLlon sLage.
IMPLEMENTATION STAGE
! 8evlew pro[ecL sLaLus as deemed approprlaLe.

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! Approve slgnlflcanL changes Lo Lhe pro[ecL plan.
! 8evlew rlsk mlLlgaLlon plans and respond Lo pro[ecL manager requesLs for dlrecLlon.
! 8evlew/approve changes ln conLracL commlLmenLs.
! 8evlew/approve pro[ecL dellverables.
! Approve LranslLlon Lo closure sLage.
CLOSURE STAGE
! arLlclpaLe ln lessons learned sesslons.
! AccepL and approve dellverables.
! Approve pro[ecL/sLage compleLlon.
6. Project Implementation Team
1he lmplemenLaLlon Leam has responslblllLy for conducLlng pro[ecL acLlvlLles deflned by Lhe pro[ecL plan.
8esource managers asslsL Lhe pro[ecL manager ln plannlng Lhe lmplemenLaLlon efforL and make
commlLmenLs Lo compleLe Lhe pro[ecL wlLhln esLabllshed schedule and budgeL consLralnLs. 1he
lmplemenLaLlon Leam lncludes Lechnology and/or funcLlonal speclallsLs responslble for lmplemenLlng
Lhe pro[ecL soluLlon. SLakeholders should lnLeracL wlLh Lhe lmplemenLaLlon Leam Lo ensure LhaL
requlremenLs are correcLly meL.
D)( *E2=%E%#$9$/"# 6%9E ;%&2"#&/</=/$/%&
GENERAL FUNCTIONS
! ldenLlfy Lechnlcal soluLlon alLernaLlves and recommend soluLlon approach.
! lmplemenL accordlng Lo pro[ecL plan and wlLhln budgeLed cosL and schedule.
! SupporL pro[ecL plannlng and Lracklng acLlvlLles.
IDEA STAGE
! uevelop pro[ecL ob[ecLlves and general requlremenLs.
! uevelop pro[ecL concepL and perform research.
! rovlde flrsL cuL esLlmaLes.
FEASIBILITY STAGE
! erform deLalled requlremenLs analysls.
! ConducL feaslblllLy sLudles, lf appllcable.
! ldenLlfy Lools, Lralnlng, or oLher speclal requlremenLs for Lhe pro[ecL.
! ldenLlfy pro[ecL soluLlon alLernaLlves.
! erform alLernaLlves analysls and recommend soluLlon approach.
! 8eflne pro[ecL esLlmaLes and schedules.
PLANNING STAGE
! rovlde deLalled plannlng lnformaLlon Lo pro[ecL manager and work collaboraLlvely Lo deLall
pro[ecL acLlvlLles, schedules, mllesLones, resource requlremenLs, and consLralnLs.
! 8eflne pro[ecL esLlmaLes and schedules.
! Pelp Lo ldenLlfy speclflc resources for pro[ecL lmplemenLaLlon.
IMPLEMENTATION STAGE
! Lnsure LhaL all members of Lhe lmplemenLaLlon Leam undersLand Lhe pro[ecL requlremenLs, Lhe
soluLlon Lo be lmplemenLed, and Lhe pro[ecL plan.

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! CoordlnaLe sLaff Lralnlng efforLs.
! LsLabllsh Lhe pro[ecL's englneerlng faclllLles and envlronmenLs.
! Pelp esLabllsh basellne documenLs.
! erform pro[ecL acLlvlLles accordlng Lo Lhe pro[ecL plan and compleLe pro[ecL dellverables.
! erform or supporL LesLlng, documenLaLlon, user Lralnlng, and oLher supporLlng acLlvlLles as
requlred by Lhe pro[ecL plan.
! ldenLlfy and reporL rlsks as Lhey may be dlscovered.
! arLlclpaLe ln change revlews lncludlng performlng cosL and schedule lmpacL analysls.
CLOSURE STAGE
! erform measuremenL and monlLorlng needed Lo capLure pro[ecL success meLrlcs.
! AsslsL wlLh preparaLlon of flnal pro[ecL reporLs.
! uecommlsslon processes, sysLems, and/or equlpmenL LhaL are no longer needed as requlred Lo
reallze full pro[ecL beneflL.
! arLlclpaLe ln lessons learned sesslons.
7. End User
Lnd users are responslble for ensurlng LhaL Lhelr needs are expressed and for verlfylng LhaL a compleLed
pro[ecL meeLs Lhose expressed needs. 1hey also share ln Lhe lmplemenLaLlon efforLs, parLlclpaLe ln
Lralnlng, and Lake responslblllLy for changes ln processes or Lools LhaL are lnLroduced by Lhe pro[ecL.
F)( G#, H&%+ ;%&2"#&/</=/$/%&
GENERAL FUNCTIONS
! ArLlculaLe user requlremenLs.
! Lnsure LhaL requlremenLs are meL.
! Lnsure LhaL sLaff are ready Lo accepL" Lhe new sysLem.
! 8e proponenLs of Lhe new sysLem.
IDEA STAGE
! uescrlbe Lhe problem or opporLunlLy Lo be addressed by Lhe pro[ecL.
! uescrlbe Lhe concepL for Lhe pro[ecL.
! ueflne user needs.
FEASIBILITY STAGE
! AsslsL ln deLalllng requlremenLs.
! 8evlew currenL pracLlces and Lhe lmpacL Lhe sysLem wlll have on processes.
! arLlclpaLe ln Lhe evaluaLlon of soluLlon alLernaLlves for feaslblllLy, goodness of flL, and lmpacLs.
! rovlde lnpuL on soluLlon approach, lmpacLs, rlsks, and consLralnLs.
! rovlde sub[ecL maLLer experLlse ln Lhe analysls of soluLlon alLernaLlves and soluLlon approaches.
PLANNING STAGE
! arLlclpaLe ln Lhe deslgn of new processes, procedures, and end-user acLlvlLles.
! 8evlew pro[ecL plans and provlde recommendaLlons.
IMPLEMENTATION STAGE
! Learn and undersLand changes.
! arLlclpaLe ln requlred user Lralnlng.
! AsslsL ln user LesLlng.

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! rovlde sub[ecL maLLer experLlse ln Lhe ldenLlflcaLlon and resoluLlon of problems durlng
lmplemenLaLlon.
CLOSURE STAGE
! AsslsL wlLh measuremenL of pro[ecL success meLrlcs.
! rovlde lnpuL lnLo lessons-learned analysls.

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1h|s sect|on |s organ|zed accord|ng to the pro[ect management ||fe cyc|e. Wh||e no two pro[ects are
exact|y a||ke, a|| pro[ects shou|d progress through the same f|ve pro[ect management stages.
III. Five Stages of Project Management
1. Idea Stage
1he ldea sLage ls Lhe concepLual elemenL of pro[ecL managemenL-Lhe baslc process LhaL should be
performed Lo geL Lhe pro[ecL sLarLed. 1hls sLarLlng polnL ls crlLlcal because Lhose who wlll dellver Lhe
pro[ecL, Lhose who wlll use Lhe pro[ecL, and Lhose who have a sLake ln Lhe pro[ecL need Lo reach an
agreemenL on lLs lnlLlaLlon. SLakeholders may exerL lnfluence LhaL can poslLlvely or negaLlvely affecL Lhe
pro[ecL Leam's ablllLy Lo successfully compleLe Lhe pro[ecL, so lL ls very lmporLanL Lo lnvolve and manage,
Lo Lhe exLenL posslble, all sLakeholders ln Lhe ldea sLage. Carnerlng Lhe buy-ln and shared ownershlp of
Lhe pro[ecL by Lhe sLakeholders generally lmproves Lhe probablllLy of saLlsfylng cusLomer requlremenLs.

ldeas can come from anyone. noL all ldeas are good ones, and noL all good ldeas are rlghL for every
organlzaLlon aL every polnL ln Llme. 1he ldea sLage musL be execuLed and compleLed as descrlbed here
before any furLher acLlon ls Laken on an ldea Lo prevenL premaLure expendlLures of dollars and
resources. All ldeas requlre documenLaLlon, governance revlew, prlorlLlzaLlon, and approval before Lhey
move forward.


Gu|dance
ro[ecL managers of pro[ecLs already underway should revlew acLlvlLles llsLed above Lo ensure Lhe
pro[ecL ls followlng currenL besL pracLlces. ro[ecL managers and Lhelr Leams should work LogeLher
durlng pro[ecL lnlLlaLlon Lo deLermlne whlch addlLlonal efforLs are approprlaLe for Lhelr pro[ecLs. new
ldeas should be developed wlLhln Lhe framework descrlbed above. ldea sLage acLlvlLles should be
llmlLed Lo prellmlnary dlscusslon and analysls only and should lnvolve mlnlmal Llme and no dollar
lnvesLmenLs.
A formal sLaLemenL of Lhe
problem or opporLunlLy
belng addressed.
A descrlpLlon of Lhe
concepL or ldea for Lhe
pro[ecL.


Approved ro[ecL requesL
form
ro[ecL lnlLlaLlon
ro[ecL manager asslgned
ro[ecL esLlmaLes or
consLralnLs
Approved CaLe 1
checkllsL
CosL and schedule
esLlmaLes (+/- 100)

ro[ecL ls seL up ln Cl1
CenLral 8eposlLory.
MC ulrecLor asslgns M.
rellmlnary dlscusslons,
research, and analysls of
pro[ecL concepL and
approach are performed.
lnlLlal (very rough)
esLlmaLes of pro[ecL cosL
and schedule are
formulaLed.
CaLe 1 checkllsL and
oLher dellverables are
prepared.

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CaLe 1 ConLrol lramework
!"#$ & '$()*$+",($- . !"#$ & /0$12()-#

Summary of Gate 1 de||verab|es
ro[ect In|t|at|on Iorm
Shareo|nt pro[ect record comp|eted as appropr|ate
re||m|nary statement of work
I|rst-cut pro[ect cost and schedu|e est|mate (conf|dence to +]- 100)
Gate 1 check||st - see be|ow
Attach comp|eted form to pro[ect record |n Shareo|nt ro[ect ortfo||o.
Ior quest|ons regard|ng th|s form, contact the CI1 ro[ect Management Cff|ce.
uaLe:
ro[ecL:
ro[ecL lnlLlaLlon form compleLed and aLLached Lo pro[ecL record ln ShareolnL.
A pro[ecL owner (accounLable manager) has been ldenLlfled and agrees Lo sponsor Lhe pro[ecL.
ro[ecL classlflcaLlon lnformaLlon ls compleLe ln ShareolnL pro[ecL record. LxpecLed classlflcaLlon ls
SLandard Small.
MC has been conLacLed, and a pro[ecL manager has been asslgned.
ro[ecL record creaLed and all baslc lnformaLlon compleLed ln ShareolnL pro[ecL record.
CaLe 1 cosL and schedule lnformaLlon compleLed ln ShareolnL pro[ecL record.
8equesLed pro[ecL daLe speclfled ln ShareolnL pro[ecL record.
CommunlcaLlons abouL pro[ecL concepL have been provlded Lo each of Lhe followlng. ApproprlaLe
represenLaLlves of areas LhaL may be affecLed by Lhe pro[ecL have meL wlLh pro[ecL Leam Lo dlscuss
poLenLlal lmpacLs.
Pelpuesk oLenLlal lmpacLs:
ueskLop supporL oLenLlal lmpacLs:

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SysLems oLenLlal lmpacLs:
neLwork oLenLlal lmpacLs:
CLher_______ oLenLlal lmpacLs:
LuAS oLenLlal lmpacLs:
lnfrasLrucLure oLenLlal lmpacLs:
SecurlLy oLenLlal lmpacLs:
CusLomer 8elaLlons oLenLlal lmpacLs:

ro[ecL SLaLemenL of Work has been compleLed.
CaLe 1 CheckllsL (Lhls form) compleLed and aLLached Lo pro[ecL record ln ShareolnL.

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2. Feasibility Stage
Cnce Lhe pro[ecL has passed CaLe 1, lL ls approved for Lhe feaslblllLy sLage. A llmlLed allocaLlon of
resources and expense has been puL forward for furLher analysls of Lhe pro[ecL concepL. Powever, Lhe
pro[ecL lLself ls noL yeL approved. 1he pro[ecL manager may noL proceed wlLh any slgnlflcanL
procuremenLs, pro[ecL developmenL, or pro[ecL lmplemenLaLlon acLlvlLles.
1he alm of Lhls sLage ls Lo formallze Lhe lnvesLlgaLlon Lo deLermlne wheLher Lhe pro[ecL should proceed
furLher and how lL should proceed. 1he relevance of Lhls approach wlll vary wlLh Lhe naLure of Lhe
pro[ecL lLself. 1he more concreLe Lhe pro[ecL ls, Lhe more llkely LhaL Lhere wlll be esLabllshed procedures
ln relaLlon Lo feaslblllLy sLudles. ro[ecLs followlng Lhe small pro[ecL model may comblne sLage 2 and
sLage 3 acLlvlLles lf approved aL CaLe 1.


Gu|dance
ro[ecL managers of pro[ecLs already underway should revlew acLlvlLles llsLed above Lo ensure Lhe
pro[ecL ls followlng currenL besL pracLlces. ro[ecLs LhaL have moved lnLo Lhe feaslblllLy sLage are ready
for some deeper analysls wlLh regard Lo requlremenLs and soluLlons alLernaLlves. 8equlremenLs should
be deLalled flrsL. A full range of alLernaLlves should be revlewed and a formal analysls of Lhem
underLaken for more complex declslons. ro[ecLs belng managed under Lhe small pro[ecLs model may
noL need much work ln Lhls sLage. As long as requlremenLs are undersLood and Lhe deslred alLernaLlve
has been ldenLlfled, Lhey may move dlrecLly lnLo sLage 3.
CaLe 1 approval
CaLe 1 cosL/resource
allocaLlon
user requlremenLs ln
deLall

ueLalled requlremenLs
analysls and sLaLemenL of
requlremenLs are
prepared.
SoluLlon alLernaLlves
(lncludlng bulld or buy)
are ldenLlfled and an
analysls of Lhem
performed.
A recommendaLlon for
soluLlon approach ls
prepared.
CaLe 2 checkllsL
SLaLemenL of
8equlremenLs
SoluLlon recommendaLlon
CosL and schedule
esLlmaLes (+/- 40)

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CaLe 2 ConLrol lramework
!"#$ 3 '$()*$+",($- . !"#$ 3 /0$12()-#

Summary of Gate 2 de||verab|es
Shareo|nt pro[ect record comp|eted as appropr|ate
Strateg|c In|t|at|ve (opt|ona| for sma|| pro[ects based on d|rect|on of pro[ect owner)
Statement of kequ|rements at a |eve| of deta|| appropr|ate to pro[ect s|ze and comp|ex|ty
re||m|nary Secur|ty Impact Statement and ro[ect Secur|ty |an
A|ternat|ves ana|ys|s (opt|ona| for sma|| pro[ects based on d|rect|on of pro[ect owner)
Dec|s|on tree (opt|ona| for sma|| pro[ects based on d|rect|on of pro[ect owner)
re||m|nary pro[ect p|an w|th def|ned scope and de||verab|es (opt|ona| for sma|| pro[ects
based on d|rect|on of pro[ect owner)
re||m|nary cost and schedu|e est|mates (conf|dence |eve| +]- 40)
Gate 2 check||st - see be|ow

Attach comp|eted form to pro[ect record |n Shareo|nt ro[ect ortfo||o.
Ior quest|ons regard|ng th|s form, contact the CI1 ro[ect Management Cff|ce.
uaLe:
ro[ecL:
1he pro[ecL Leam has been deflned/reflned.
8oles and responslblllLles have been ldenLlfled.
1he pro[ecL owner has been reflned (lf appllcable.)
A SLraLeglc lnlLlaLlve has been compleLed (for sLandard model pro[ecLs) and submlLLed Lo
olL.pmo[ua.edu. 1hls ls opLlonal for pro[ecLs followlng Lhe small pro[ecL model.
1he ro[ecL CharLer has been compleLed and approved by Lhe pro[ecL owner.

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1he pro[ecL's requlremenLs have been gaLhered and documenLed ln deLall. lor sLandard model
pro[ecLs, a formal SLaLemenL of 8equlremenLs should be revlewed and approved by Lhe pro[ecL owner.
An lnlLlal securlLy plan has been drafLed and approved by Lhe Cl1 SecurlLy ulrecLor
SoluLlon alLernaLlves have been ldenLlfled. lor sLandard model pro[ecLs, Lhls should lnclude do-
noLhlng (base case), bulld and buy alLernaLlves where appllcable, and mlnlmal/maxlmal alLernaLlves.
ueclslon Lree ls prepared.
AlLernaLlves analysls has been performed, and a recommendaLlon has been formulaLed. lor
sLandard model pro[ecLs, Lhe declslon crlLerla, process, and scorlng musL be Lhoroughly documenLed.
ro[ecL scope and dellverables have been deflned/reflned based on recommended soluLlon
alLernaLlve.
Plgh-level pro[ecL rlsks have been ldenLlfled based on recommended soluLlon alLernaLlve.
rellmlnary pro[ecL plan has been formulaLed based on recommended soluLlon alLernaLlve.
rellmlnary cosL and schedule esLlmaLes have been prepared based on recommended soluLlon
alLernaLlve (confldence level should be +/- 40).
CrganlzaLlonal groups have been updaLed on pro[ecL sLaLus and dlrecLlon. 1hls should lnclude
SecurlLy, Pelp uesk, SysLems and neLwork Lnglneerlng, lnfrasLrucLure SupporL, ueskLop SupporL,
CusLomer 8elaLlons, and llnance.
CaLe 2 CheckllsL (Lhls form) has been compleLed and aLLached Lo Lhe pro[ecL record ln ShareolnL.

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3. Planning Stage
Cnce Lhe pro[ecL ldea has been approved and valldaLed as feaslble, Lhe seL of reasonable soluLlon
alLernaLlves analyzed, and Lhe approach Lo be used for Lhe pro[ecL selecLed, Lhe real work of pro[ecL
plannlng beglns. 1he plannlng sLage ls consldered Lhe mosL lmporLanL sLage ln pro[ecL managemenL. 1he
purpose of Lhe plannlng sLage ls Lo documenL a reasonable approach for performlng Lhe servlces or
Lasks and for managlng Lhe pro[ecL. roper plannlng ls a key facLor ln a pro[ecL's ablllLy Lo meeL cosL,
schedule, and performance ob[ecLlves. Lack of adequaLe plannlng ofLen resulLs ln a pro[ecL's fallure Lo
meeL Lhese ob[ecLlves. 1he quallLy of a producL or servlce ofLen reflecLs Lhe quallLy of a pro[ecL plan and
lLs managemenL. 1lme spenL up fronL ldenLlfylng Lhe proper needs and sLrucLure for organlzlng and
managlng a pro[ecL saves counLless hours of confuslon and rework durlng Lhe lmplemenLaLlon sLage.
ro[ecL plannlng deflnes pro[ecL acLlvlLles LhaL wlll be performed, Lhe producLs LhaL wlll be produced,
and how Lhese acLlvlLles wlll be accompllshed and managed. ro[ecL plannlng deflnes each ma[or Lask,
esLlmaLes Lhe Llme, resources, and cosL requlred, and provldes a framework for managemenL revlew
and conLrol. lannlng lnvolves ldenLlfylng and documenLlng scope, Lasks, schedules, cosL, rlsk, quallLy,
and sLafflng needs.

1hese acLlvlLles are almosL always repeaLed several Llmes LhroughouL Lhe pro[ecL. lor example, Lhe
lnlLlal verslons of Lhe plan may lnclude generlc resource requlremenLs and an undaLed sequence of
acLlvlLles, whlle Lhe subsequenL verslons of Lhe plan wlll lnclude speclflc resources and expllclL daLes.
ueflnlng Lhe pro[ecL scope of work ls an lLeraLlve process LhaL ls generally conducLed by Lhe pro[ecL Leam
wlLh Lhe use of a Work 8reakdown SLrucLure (W8S) allowlng Lhe Leam Lo capLure and Lhen decompose
all of Lhe work of Lhe pro[ecL. All of Lhe deflned work musL be planned, esLlmaLed and scheduled, and
auLhorlzed wlLh Lhe use of deLalled, lnLegraLed plans. 1he culmlnaLlon of Lhe plannlng funcLlon resulLs ln
Defining Schedule and Costs
Organizing Staff
Clarifying and
Defining Project
Requirements
Identifying Quality Approach
Identifying Risks
Developing Plans

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a conslsLenL, coherenL pro[ecL plan or serles of sub-plans used Lo gulde boLh pro[ecL execuLlon and
pro[ecL conLrol.

3)( I%C%="2/#: 4=9#&

lans esLabllsh Lhe basls for guldlng pro[ecL execuLlon, ldenLlfylng plannlng assumpLlons and declslons,
faclllLaLlng communlcaLlon among sLakeholders, deflnlng key managemenL revlews as Lo conLenL,
exLenL, and Llmlng, and provldlng a basellne for progress measuremenL and
conLrol. 1he pro[ecL plan should conslder all sLages of Lhe pro[ecL's llfe cycle,
and plannlng should ensure LhaL subordlnaLe plans are conslsLenL wlLh each
oLher and wlLh Lhe overall pro[ecL plan.

a. uslng Lhe requlremenLs and selecLed alLernaLlves documenLaLlon along
wlLh prellmlnary plans, Lhe pro[ecL manager should perform a deLalled
pro[ecL plannlng acLlvlLy Lo documenL Lhe plans for Lhe pro[ecL ln one or more documenLs,
ensurlng LhaL Lhe followlng sub[ecLs are consldered:
roducL scope, requlremenLs, acLlvlLles, work breakdown sLrucLure, and schedule
CosL esLlmaLes and budgeL, measuremenL collecLlon and reporLlng
CrganlzaLlon, sLafflng, and Lralnlng
ro[ecL rlsks and how Lo manage Lhem
ro[ecL llfe cycle sLraLegy
1echnlcal and managemenL processes and procedures Lo be used
roducL lnLegraLlon sLraLegy, envlronmenL, and procedures
ueclslon-maklng sLraLegles and Lhelr crlLerla
SecurlLy plan
ro[ecL descrlpLlon and
prellmlnary plan
ueLalled requlremenLs
and alLernaLlve analysls
CrganlzaLlonal pollcles
and sLandards
PlsLorlcal lnformaLlon and
pasL esLlmaLes
ro[ecL consLralnLs and
assumpLlons
roposal lnpuLs
rellmlnary SLaLemenL of
work
ueveloplng deLalled
pro[ecL acLlvlLy plans
lncludlng dependencles,
consLralnLs, and
mllesLones
8eflnlng schedule and
cosL esLlmaLes
ldenLlfylng resources and
obLalnlng resource
commlLmenLs
8eflnlng sLaLemenL of
pro[ecL rlsks
ueveloplng supporL plan

8asellne deLalled
requlremenLs and
accepLance crlLerla
An approved and
documenLed pro[ecL plan
An approved pro[ecL
schedule, budgeL,
mllesLones, and W8S
ldenLlfled & documenLed
ueLalled securlLy plan
CommunlcaLlons plan
1esLlng plan
1ralnlng plan
CaLe 3 esLlmaLes &
cosL/beneflL
CaLe 3 checkllsL
(approved)
Developing plans

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CommunlcaLlon plan
1ralnlng plan
1echnlcal and user documenLaLlon requlred
SupporL model and LranslLlon Lo supporL
3)0 I%J/#/#: 1.K%,-=% 9#, !"&$&

ro[ecL schedule and cosL deflnlLlon lncludes Lhe sLeps requlred Lo ensure Llmely compleLlon of Lhe
pro[ecL wlLhln Lhe approved budgeL. LsLlmaLes prevlously developed durlng Lhe feaslblllLy sLage may be
revlsed as more deLalled Lask lnformaLlon ls known. Cn some pro[ecLs, especlally smaller ones, cosL
esLlmaLlon and schedule developmenL are so LlghLly llnked LhaL Lhey are vlewed as a slngle process (e.g.,
Lhey may be performed by a slngle lndlvldual over a relaLlvely shorL perlod of Llme). 1hey are presenLed
here as dlsLlncL sLeps because Lhe Lools and Lechnlques for each are dlfferenL. 1he resulLs of each sLep
should be documenLed ln sufflclenL deLall ln Lhe pro[ecL plan or oLher formaL approprlaLe for effecLlve
pro[ecL execuLlon and conLrol. 1he followlng sLeps are lmporLanL when deflnlng schedules and cosLs ln
every pro[ecL:

a. LsLlmaLlng Lhe approprlaLe quanLlflable parameLers of Lhe producL such as number of
requlremenLs, sysLem and producL slze, cosL, schedule, documenLaLlon pages, daLa volume,
and/or crlLlcal compuLer resources,
b. ueveloplng Lhe pro[ecL's overall schedule and schedules assoclaLed wlLh each Lask lncludlng
slgnlflcanL evenLs (revlews, audlLs, and key meeLlngs) relaLed Lo Lhe Lask and lnLerdependencles
wlLh oLher Lasks as well as deLermlnlng Lhe crlLlcal paLh among Lhe pro[ecL's Lasks,
c. ueflnlng Lhe human resources, hardware and sofLware resources, and any llmlLlng facLors
assoclaLed wlLh each resource (e.g., daLes avallable, sklll Lype, and sequences of evenLs and
dependencles).
3)3 *,%#$/J7/#: ;%&"-+.%& 9#, ?<$9/#/#: ;%&"-+.%
!"EE/$E%#$&

CrganlzaLlonal plannlng lncludes Lhe sLeps requlred Lo make Lhe mosL effecLlve use
of Lhe people lnvolved wlLh Lhe pro[ecL. 1lmely collecLlon and dlssemlnaLlon of
pro[ecL lnformaLlon provlde Lhe crlLlcal llnks among people, ldeas, and lnformaLlon
LhaL are necessary for success. Acqulrlng goods and servlces from ouLslde Lhe organlzaLlon requlres
procuremenL and sollclLaLlon plannlng. 1he followlng acLlvlLles are essenLlal componenLs for a successful
pro[ecL:

a. ldenLlfylng sLaff roles, deLermlnlng and documenLlng Lhe ma[or duLles of each sLaff poslLlon,
b. ulscusslng Lhe pro[ecL requlremenLs wlLh work coordlnaLors and managers Lo ensure LhaL
resources are noL already commlLLed elsewhere.
Crganlzlng sLaff

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3)> ;%J/#/#: $K% 1$9$%E%#$ "J ;/&L&

8lsks are poLenLlal problems, hazards, vulnerablllLles, or exposure Lo danger LhaL
may cause slgnlflcanL harm or loss Lo Lhe pro[ecL or pro[ecL Leam. 8lsk
managemenL encompasses Lhe acLlons necessary Lo ldenLlfy, analyze, plan, Lrack,
conLrol, and communlcaLe rlsks, noL [usL once, buL as ofLen as needed LhroughouL
Lhe pro[ecL's llfe cycle. ueveloplng and documenLlng rlsk sLraLegles and acLlon
plans so LhaL rlsk-handllng acLlvlLles may be lnvoked proacLlvely wlll mlnlmlze Lhe
lmpacL of rlsks on Lhe pro[ecL.
Commun|cat|ons |an
1he communlcaLlons plan ouLllnes Lhe roles and responslblllLles of pro[ecL parLlclpanLs ln Lhe revlew,
approval, and dlssemlnaLlon of lnformaLlon abouL key pro[ecL processes, evenLs, documenLs, and
mllesLones.

1he f|ve bas|c components of Lhe communlcaLlons plan are what Lo communlcaLe, who Lo communlcaLe
Lo, why communlcaLe, when Lo communlcaLe, and how Lo communlcaLe.

!"# !%&'(
a) Interna| (ro[ect Manager)
1he purpose of Lhe lnLernal communlcaLlon plan ls Lo mlLlgaLe communlcaLlon breakdown
among pro[ecL parLlclpanLs and managemenL by arLlculaLlng how, whaL, when, and Lo whom
lndlvlduals wlll communlcaLe and where Lhe lnformaLlon wlll be malnLalned. LffecLlve
communlcaLlon allows managers Lo Lrack mllesLones, acLlon lLems, and lssues Lo ensure Lhe
pro[ecL sLays on schedule.

now |s th|s done? 1he pro[ecL manager accompllshes effecLlve lnLernal communlcaLlon by uslng
meeLlngs, meeLlng agendas, meeLlng mlnuLes, perlodlcal (weekly, bl-weekly, monLhly, eLc.)
reporLs, lssue resoluLlon/quesLlon logs, e-mall, phone, eLc.

A maLrlx should be creaLed ouLllnlng Lhe lnLernal communlcaLlons plan.

All wrlLLen communlcaLlons should uLlllze LemplaLes, be organlzed, and be sLored ln an
accesslble agreed upon locaLlon so LhaL every Leam member may parse Lhrough Lhe lnformaLlon
he/she needs ln a qulck and efflclenL manner.

b) Lxterna| (ub||c ke|at|ons Cff|ce)
1lmely and meanlngful exchange of lnformaLlon exLernal Lo Lhe pro[ecL Leam ls crlLlcal
Lo secure a poslLlve commlLmenL from sLakeholders and Lhe general publlc.
Identifying risks

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Gu|dance
1he slze and scope of plannlng documenLs wlll vary greaLly dependlng on Lhe pro[ecL or sLage slze,
duraLlon, pro[ecL, or producL characLerlsLlcs, cusLomer requlremenLs, and number of parLlclpaLlng
agencles or conLracLors. lor small pro[ecLs, a slngle documenL may address all necessary Loplcs. lor
sLandard pro[ecLs, separaLe documenLs may be needed for speclflc Loplcs such as CA, CM, rlsks, Lralnlng,
LesL plans and schedules, as approprlaLe for Lhe pro[ecL. ro[ecL managers should enLer plannlng daLa
lnLo Lhe Cl1 ShareolnL daLabase.

ro[ecL managers of pro[ecLs already underway should revlew Lhese Lasks Lo ensure LhaL needed efforLs
are correcLly planned, LhaL Lhe pro[ecL ls followlng currenL besL pracLlces, and LhaL key changes Lo
requlremenLs and plans are lncorporaLed and Lracked as approprlaLe.

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CaLe 3 ConLrol lramework
!"#$ 4 '$()*$+",($- . !"#$ 4 /0$12()-#


Summary of Gate 3 de||verab|es
ro[ect p|an narrat|ve report prov|d|ng a textua| descr|pt|on of how the pro[ect w||| be
performed |nc|ud|ng ro|es and respons|b|||t|es, ma[or act|v|t|es, m||estones, key dependenc|es,
cr|t|ca| path |tems, known r|sk areas and the|r cont|ngenc|es and m|t|gat|ons, resource
constra|nts, secur|ty |mp||cat|ons, operat|ona| |mpacts, tra|n|ng requ|rements, genera|
commun|cat|ons approach, and key cost]benef|t. Ior pro[ects fo||ow|ng the sma|| pro[ect
mode|, th|s may be as br|ef as warranted by pro[ect s|ze, scope, and comp|ex|ty.
Work breakdown structure and Gantt chart show|ng pro[ect tasks, sequence, dependenc|es,
m||estones, and proposed dates to a |eve| of deta|| appropr|ate to the pro[ect's s|ze and
comp|ex|ty (opt|ona| for sma|| pro[ects based on d|rect|on of pro[ect owner)
Deta||ed cost and schedu|e est|mates (conf|dence to +]- 10)
Secur|ty p|an
Commun|cat|ons p|an
Support p|an
Gate 3 check||st (see be|ow)

Attach comp|eted form to pro[ect record |n Shareo|nt ro[ect ortfo||o.
Ior quest|ons regard|ng th|s form, contact the CI1 ro[ect Management Cff|ce.
uaLe:
ro[ecL:
ro[ecL plannlng compleLe lncludlng buL noL llmlLed Lo Lhe followlng lLems (may be scaled back for
small pro[ecLs based on pro[ecL owner dlrecLlon):
ro[ecL lan narraLlve 8eporL
ro[ecL plan Work 8reakdown SLrucLure and CanLL charL (MS ro[ecL)
8lsk ManagemenL lan

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1ralnlng lan
CommunlcaLlons lan
SecurlLy lan
1esLlng lan
1ranslLlon Lo SupporL lan
SupporL lan
ueLalled cosL and schedule (confldence Lo +/- 10)
ro[ecL record lnformaLlon updaLed ln ShareolnL pro[ecL record.
CaLe 3 cosL and schedule lnformaLlon compleLed ln ShareolnL pro[ecL record.
CaLe 3 CheckllsL (Lhls form) compleLed and aLLached Lo pro[ecL record ln ShareolnL.

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4. Implementation Stage
lf plannlng has been compleLed and plans have been approved, now Lhe lmplemenLaLlon beglns. Whlle
plannlng ls exLremely lmporLanL, Lhe besL plan ln Lhe world can fall lf execuLlon ls poor. ln Lhe
lmplemenLaLlon sLage, Lhe pro[ecL's key dellverables are creaLed and assessed. ln Lhls sLage, Lhe
lmplemenLaLlon Leams perform cross-funcLlonal work and Lhoroughly revlew all dellverables as Lhey are
developed. ro[ecL managemenL monlLors pro[ecL progress, deals wlLh lssues, and communlcaLes Lo
Leam, managemenL, and sLakeholders. 1he pro[ecL Leam revlews and LesLs dellverables and obLalns
cusLomer feedback and approvals lf needed.














SelecLlng and admlnlsLerlng
procuremenLs
verlfylng producL
quallLy
Carrylng ouL Lhe plan
CulLlvaLlng Leamwork

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>)( *E2=%E%#$/#: $K% 4=9#
lmplemenLaLlon acLlvlLles (e.g. producL deslgn, developmenL/producLlon, and verlflcaLlon and valldaLlon
acLlvlLles) should be conducLed accordlng Lo Lhe pro[ecL plan and Lhe lmplemenLaLlon of Lechnlcal
processes.
>)0 1%=%.$/#: 9#, M,E/#/&$%+/#: 4+".-+%E%#$&
Many pro[ecLs need Lhe supporL of ouLslde conLracLors, packaged
producLs, off-Lhe-shelf equlpmenL, or llcenses Lo use speclallzed Lools or
producLs. 1he acqulslLlon of producLs and servlces from suppllers
exLernal Lo Lhe pro[ecL musL ofLen be managed wlLh formal agreemenLs.
CuLslde supporL should be acqulred lf uslng ouLslde producLs, llcenses, or
conLracLor supporL. Also, Lhe Lype of acqulslLlon should be deLermlned,
suppllers selecLed, and suppller agreemenLs esLabllshed.
>)3 !-=$/C9$/#: 6%9E@"+L
1he skllls, Lralnlng, leadershlp, eLhlcs, and Leamwork of Lhe people on Lhe
pro[ecL sLaff are essenLlal facLors for pro[ecL success. erformlng Lhe followlng
acLlvlLles ls lmporLanL ln order Lo ensure effecLlve Leamwork:
a. Acqulrlng sLaff members for Lhe pro[ecL Leam,
b. Lnsurlng LhaL pro[ecL knowledge and expecLaLlons are clearly
communlcaLed and undersLood,
c. 8ulldlng Leamwork among all Leam members,
d. keeplng communlcaLlons among and beLween Leam members open,
e. Lngaglng Leam ln respondlng Lo lssues and mlLlgaLlng rlsks.
Selecting and administering
procurements
Cultivating teamwork
8asellne deLalled
Lechnlcal and pro[ecL
requlremenLs and
accepLance crlLerla.
A documenLed and
approved pro[ecL plan,
schedule, budgeL,
mllesLones, and W8S.

lmplemenLlng Lhe plan
SelecLlng and
admlnlsLerlng
procuremenLs
CulLlvaLlng Leamwork
MonlLorlng progress,
mlLlgaLlng rlsks,
respondlng Lo lssues
verlfylng producL quallLy
Carrylng ouL Lhe plan
CompleLed producL(s)
LhaL meeL Lhe accepLance
crlLerla, are properly
documenLed, have a
basellne, and are verlfled
and valldaLed
SLaLus daLa and measures
Laken durlng pro[ecL
execuLlon.
SecurlLy verlflcaLlon
uecommlsslonlng plan
CaLe 4 esLlmaLes &
cosL/beneflL
CaLe 4 checkllsL approval

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>)> 8"#/$"+/#:
1he pro[ecL manager ls responslble for monlLorlng pro[ecL Lask compleLlon, expendlLures, sLakeholder
concerns, pro[ecL sLaLus, and confllcL resoluLlon Lo ensure pro[ecL success. 1hls ls accompllshed by
performlng Lhe followlng acLlvlLles:
a. verlfylng pro[ecL Lasks are belng compleLed on schedule,
b. Lnsurlng pro[ecL expendlLures are occurrlng on schedule and aL expecLed levels,
c. Lngaglng wlLh pro[ecL Leam and sLakeholders and noLlng concerns or lssues,
d. ConducLlng pro[ecL sLaLus meeLlngs and ensurlng sufflclenL cross-funcLlonal dlalogue,
e. LscalaLlng any lssues as necessary Lo obLaln managemenL supporL for resoluLlon.
>)A N%+/J7/#: 4+",-.$ O-9=/$7
1he pro[ecL manager ls responslble for verlfylng producL quallLy by performlng Lhe followlng acLlvlLles:
a. lmplemenLlng CA meLhods,
b. 8eporLlng work resulLs.

Gu|dance
ro[ecL lmplemenLaLlon acLlvlLles vary greaLly among pro[ecLs dependlng on Lhe pro[ecL scope and Lhe
producL or servlce belng produced. ro[ecL managers musL rely on experlence, [udgmenL, and Lallorlng
guldance Lo adapL Lhese acLlvlLles Lo Lhe speclflc pro[ecL needs.

ro[ecL managers of pro[ecLs already underway should revlew Lhese acLlvlLles Lo ensure LhaL needed
lmplemenLaLlon acLlvlLles are belng performed and LhaL Lhe pro[ecL ls followlng currenL besL pracLlces.

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34


CaLe 4 ConLrol lramework
!"#$ 5 '$()*$+",($- . !"#$ 5 /0$12()-#

Summary of Gate 4 de||verab|es
Imp|ementat|on report
ro[ect actua| cost and schedu|e summary
Gate 4 check||st (see be|ow)

Attach comp|eted form to pro[ect record |n Shareo|nt ro[ect ortfo||o.
Ior quest|ons regard|ng th|s form, contact the CI1 ro[ect Management Cff|ce.
uaLe:
ro[ecL:
ro[ecL lmplemenLaLlon ls compleLe.
Were pro[ecL sLaLus updaLes kepL and documenLed weekly ln Cl1 ShareolnL reposlLory?
yes no
Were Lhe pro[ecL's scope, budgeL, and resource LargeLs meL?
yes no
Was change managemenL used?
yes no
lf yes, Lhe proper documenLaLlon was capLured and aLLached Lo Lhe pro[ecL record on
ShareolnL.
ro[ecL lmplemenLaLlon reporL has been compleLed.
ro[ecL cosL and schedule summary has been compleLed.
CaLe 4 cosL and schedule lnformaLlon has been compleLed ln ShareolnL pro[ecL record.

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CaLe 4 checkllsL (Lhls form) has been compleLed and aLLached Lo Lhe pro[ecL record on ShareolnL.
5. Closure Stage
1he purpose of Lhe closure sLage ls Lo measure and documenL pro[ecL success, brlng Lhe pro[ecL Lo an
orderly end, LranslLlon ownershlp of Lhe compleLed producL Lo Lhe users, reLlre any sysLems, processes,
and/or equlpmenL replaced by Lhe pro[ecL, and LranslLlon Lhe soluLlon Lo supporL mode for provlslon of
ongolng malnLenance, Lralnlng, and operaLlonal supporL. 1he ulLlmaLe measure of any pro[ecL ls Lhe
successful use of Lhe resulLlng producL. osL-dellvery supporL of Lhe operaLlon and usage of Lhe producL
ls ofLen Lhe longesL and cosLllesL porLlon of Lhe producL's llfe.


A)( !="&/#: $K% 4+"5%.$ "+ 1$9:%
1he close of Lhe pro[ecL lnvolves LranslLlonlng producL ownershlp and supporL,
measurlng pro[ecL success, and ensurlng LhaL all admlnlsLraLlve and conLracLual
lssues are properly concluded. 1he pro[ecL manager performs Lhe followlng acLlons:

a. 1ranslLlonlng ownershlp of Lhe producL or servlce and ensurlng user
supporL has LranslLloned Lo operaLlonal mode,
b. lannlng and Lracklng Lhe decommlsslonlng, Lurn-ln, and accounLlng acLlvlLles of owner-owned
equlpmenL, compuLers and recyclable/reusable producLs, as well as Lhe release of faclllLles, and
Lhe approprlaLe dlsposal of hazardous maLerlals, obLalnlng recelpLs from Lurn-ln of equlpmenL
and hazardous maLerlals from Lhe proper owner/auLhorlLy, decommlsslonlng reLlred process
documenLaLlon or oLher maLerlals no longer requlred,
c. Measurlng Lhe soluLlon agalnsL deflned pro[ecL success crlLerla for a speclfled amounL of Llme Lo
deLermlne wheLher expecLed value has been reallzed from Lhe pro[ecL, preparlng a reporL on
pro[ecL value reallzaLlon for CaLe 3,
1he compleLed sysLem,
producL(s) or provlded
servlce
Approved and
approprlaLe producL
documenLaLlon
llnal producL
uocumenLaLlon may
lnclude pro[ecL bulld
plans, descrlpLlon
documenLs, and oLher
flnal dellverables as per
Lhe SLaLemenL of Work
(SCW).

MonlLorlng usage of Lhe
dellvered soluLlon and
measurlng agalnsL
deflned success crlLerla
ldenLlfylng pro[ecL
lessons learned
1ranslLlonlng soluLlon Lo
supporL
uecommlsslonlng reLlred
sysLems, processes,
and/or equlpmenL
Closlng Lhe pro[ecL

roducL ownershlp
LranslLloned
SoluLlon LranslLloned Lo
supporL mode
Closed conLracL flles,
pro[ecL archlves, pro[ecL
closure, lessons learned
ro[ecL sLaLus
documenLed ln a flnal
ul, lf appllcable
CusLomer feedback
ro[ecL closed ouL ln Lhe
Cl1 ShareolnL 8eposlLory
CaLe 3 dellverables and
oLher dellverables
CaLe 3 checkllsL

Closing the
project/stage

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d. ConducLlng admlnlsLraLlve closure, ensurlng all documenLaLlon and efforLs are compleLe Lo
conclude Lhe pro[ecL or sLage, documenLlng flnal pro[ecL resulLs, progress, and sLaLus,
documenLlng lessons learned.
CaLe 3 ConLrol lramework
!"#$ 6 '$()*$+",($- . !"#$ 6 /0$12()-#


Summary of Gate S de||verab|es
Customer post-pro[ect survey resu|ts
ro[ect Decomm|ss|on|ng Statement
ro[ect Lessons Learned Statement
ro[ect Va|ue kea||zat|on Statement
Gate S Check||st (see be|ow)
Attach comp|eted form to pro[ect record |n Shareo|nt ro[ect ortfo||o.
Ior quest|ons regard|ng th|s form, contact the CI1 ro[ect Management Cff|ce.
uaLe:
ro[ecL:
1he cusLomer has slgned off on Lhe pro[ecL.
All equlpmenL, sofLware, processes, and documenLaLlon LargeLed for reLlremenL as parL of Lhe
pro[ecL have been decommlssloned accordlng Lo Lhe plan. 1he ro[ecL uecommlsslonlng SLaLemenL has
been prepared.
ro[ecL success crlLerla have been monlLored for Lhe prescrlbed Llme perlod and pro[ecL valuaLlon
has been measured. ro[ecL valuaLlon SLaLemenL has been prepared.
1he flnal budgeL has been closed and slgned off by Lhe Cl1 8uslness Cfflce.
1he survey of Lhe cusLomer has been conducLed Lhrough Survey Monkey and resulLs documenLed.
CaLe 3 flnal cosL lnformaLlon has been compleLed ln Lhe ShareolnL pro[ecL record.
1he pro[ecL close ouL meeLlng has been conducLed.
1he lessons learned have been documenLed ln Lhe pro[ecL Lessons Learned SLaLemenL.

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llnal approval of pro[ecL has been recelved.
CaLe 3 CheckllsL (Lhls form) has been compleLed and aLLached Lo Lhe pro[ecL record on ShareolnL.
1he pro[ecL has been moved Lo Lhe archlve reposlLory on ShareolnL.

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