TABLE OF CONTENTS

Project Management Methodology .............................................................................................. 2 Introduction .................................................................................................................................... 2 The Goals of the Project Management Methodology .................................................................... 2 The Phases of a Project ................................................................................................................... 2 Project Sizing Guidelines Table ....................................................................................................... 3 Project Management Documents ................................................................................................... 4 Project Document Requirements ................................................................................................... 5 Phase 1 Project Initiation ............................................................................................................ 6 The Purpose of the Initiation Phase................................................................................................ 6 The Initiation Process will be Successful If: ................................................................................... 6 Key Elements of the Project Initiation Phase.................................................................................. 6 Critical Success Factors ................................................................................................................... 9 Key Activities ................................................................................................................................... 9 Phase 2 Project Planning ........................................................................................................... 10 The Purpose of the Planning Phase .............................................................................................. 10 The Planning Process will be Successful If: ................................................................................... 11 Key Elements of the Project Planning Phase ................................................................................ 11 Critical Success Factors ................................................................................................................. 12 Key Activities ................................................................................................................................. 13 Phase 3 Project Execution ......................................................................................................... 14 The Purpose of the Execution Phase ............................................................................................ 14 The Execution Process will be Successful If: ................................................................................. 14 Key Elements of the Project Execution Phase .............................................................................. 15 Critical Success Factors ................................................................................................................. 15 Key Activities ................................................................................................................................. 15 Phase 3 (Part 2) Project Management ...................................................................................... 16 The Purpose of the Management Phase ...................................................................................... 16 The Management Phase will be Successful If: .............................................................................. 16 Key Elements of the Project Management Phase ........................................................................ 17 Critical Success Factors ................................................................................................................. 17 Key Activities ................................................................................................................................. 18 Phase 4 Project Closing ............................................................................................................. 19 The Purpose of the Closing Phase................................................................................................. 19 The Closing Phase will be Successful If: ........................................................................................ 19 Key Elements of the Project Closing Phase................................................................................... 20 Critical Success Factors ................................................................................................................. 20 Key Activities 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PROJECT MANAGEMENT METHODOLOGY

Introduction A Project is a temporary activity with a starting date, a fixed end date, specific goals and conditions, a budget, planning, defined responsibilities, and multiple parties involved. A Project goes through several phases during its lifecycle. The Management of these phases is referred to as the Project Management Methodology. The outlined methodology is a set of best practices consistent with the Project Management Institutes (PMI) A Guide to Project Management Body of Knowledge (PMBOK) The GOALS of the Project Management Methodology: To define the starting point and vocabulary used in the Project. Increase the awareness and professionalism of the responsible parties. Define the roles of the parties involved and obtain consensus about the Critical Success Factors. Foster a collaborative environment. The phases of a Project are Initiation, Planning, Execution and Management and Closing. This is true of all projects regardless of its size or scope. The Phases of a Project Initiation The Project is defined and authorization, to proceed, is acquired. Planning The Project Manager plans the work, listing the tasks, creating the schedule, and assigning the resources available. Execution Work begins on the project and continues until the end. Management The Project Manager, supervisor, or team leader overseas the work of the project and ensures tasks are completed on-time and within budget. Closing The product or service is delivered, The Project Sponsors sign off on the Project, Information is archived and the Project is closed.

PROJECT SIZING GUIDELINES: Small Projects Expected cost in equipment or labor is not significant Length of development is less than 2 months Risk and complexity are low

Medium Projects Expected cost in equipment, labor, or resources is moderate Expected duration is 2-6 months Risk and complexity are not high Multiple people/departments are involved and significant coordination is required Full project management methodology is required (if risks are high) Project Management Office (PMO) conducts phase gate reviews (if risks are high)

Large Projects Expense, risk, and/or complexity are high Anticipated lifecycle is longer than 6 months Large number of people/departments are involved Approval is required from Judicial or Executive Staff Project is listed in Courts 5year Strategic Plan Full project management methodology is required Project Management Office (PMO) conducts phase gate reviews

Individual unit is involved

At each phase of the Project, documentation is required. The Court has a series of designated documents available on this website for Initiating, Planning, Executing and Managing, and Closing out Projects.

The Project Management Documents 1. Meeting Agenda and Minutes Used in any phase of the Project to convene meetings and keep track of or record significant information relevant to the Project. 2. The Project Proposal Used to Initiate, provide detailed information about the Project and obtain Executive approval for the Project. 3. Project Kickoff Meeting and Agenda Used to begin the Planning phase of the Project. 4. The RASCI Matrix Used in the Planning phase to designate persons and responsibilities for tasks 5. Project Plan Schedule Used in the Planning phase to outline the Project Tasks and Timelines for completion of tasks. 6. Project Status Report Used in the Execution / Management phases to report status of Project progress. 7. The Risk Log Used in the Execution / Management phase to log any identified risks that may hinder the Project. 8. The Issue Log Used during the Execution/Management phase to identify any outstanding issues that may affect the progress of the Project. 9. The Change Request Form Used in the Execution / Management phase to record detailed information concerning changes to the Project. 10. The Change Log Used in the Execution / Management phase to log all the requested changes. 11. The Lessons Learned Log Used in the Closing phase of the log to reflect on the positive and negative experiences, encountered during the course of the Project. 12. Project Closeout Report Used in the Closing phase to identify the success of the Project and to obtain Executive approval to close the Project.

PROJECT TOOLKIT AND REQUIREMENTS The table below identifies the minimum requirements for each type of project. The Project Sponsor and Project Manager will determine whether or not the optional documents are needed. DELIVERABLE TEMPLATE PROJECT SIZE SMALL MEDIUM LARGE PHASE 1: INITIATION Meeting Agenda and Minutes .doc Optional Optional Optional .pdf Project Proposal .doc Required Required Required .pdf PHASE 2: PLANNING Kickoff Meeting and Agenda .doc Optional Optional Optional .pdf RASCI Matrix .doc Optional Optional Optional .pdf Project Plan Schedule .doc Required Required Required .pdf PHASE 3: EXECUTION/MANAGEMENT Project Status Report .doc Required Required Required .pdf Risk Log .doc Optional Optional Required .pdf Issue Log .doc Optional Optional Required .pdf Change Request Form .doc Optional Optional Optional .pdf Change Log .doc Optional Optional Required .pdf PHASE 4: CLOSING Lessons Learned Log .doc Optional Optional Optional .pdf Project Closeout Report .doc Required Required Required .pdf

The Project Management Lifecycle: Phase 1 PROJECT INITIATION

INITIATION

Planning

Execution/ Management

Closing

KEY DOCUMENTS FOR PHASE 1: INITIATION DOCUMENT SMALL Meeting Agenda and Minutes Optional Project Proposal Required

PROJECT SIZE MEDIUM Optional Required

LARGE Optional Required

PROJECT INITIATION - INTRODUCTION A Project may be initiated; when a solution to a problem is presented; due to the emergence of a new opportunity that could create a strategic advantage; in anticipation of changes to the law or, due to demands of external sources. Deciding on which Project(/s) to select requires governance (i.e. the prioritization of which Projects to proceed with). In the Initiating Process, the Project is formally defined, evaluated (for justification, costs, risks, resource requirements and benefits) and then authorized and/ or funded by executive management, Sponsors and other stakeholders. Before initiating a Project, it is best to complete the PROJECT PROPOSAL document. This document will act as the foundation for the Project / Solution. The Purpose of the Initiation Phase: Identifies the key aspects , of the proposed project, that will help in the decisionmaking process Identifies the key deliverable/(s) of a Project, identifies the best Project/(s) that are likely to succeed. Establishes and promotes good rapport and collaboration among the Sponsors, end users and the Project Team in the present and for the future. It can foster general / team consensus / clarification on the project being proposed and identify how the Projects deliverables fit into ongoing operations. A Formal review would indicate a legitimate/important Project that must be supported by all involved.
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The Initiating Process is/will be successful if: The most pressing issue is selected for resolution. The most effective solution/approach is selected. The solution is in line with the organizations Courts long term strategies. It is essential to keep focus on the purpose of initiating a Project select those Projects that give the biggest bang for the buck. KEY ELEMENTS OF THE PROJECT INITIATION PHASE General Considerations Who is the Project Sponsor? Who are the intended users (Court staff, the public, Attorneys, etc.)? How and where will the users access the system? What are the security requirements /considerations? Are there specific usability considerations? Are there specific reporting requirements / considerations? Are there specific performance requirements? Is a disaster recovery plan required or does one already exist? What audit trails are needed? Are there other implementation timing issues to be considered? Feasibility Are there any time-to-market considerations that need to be accounted for? Is there a life expectancy of the product or service? Which technology is being considered and why? (if applicable) Is technology the best / appropriate solution or would a different approach be more appropriate? (if applicable) Dependencies Do other initiatives need to be completed before this effort can provide value? Is this project dependent on an unestablished / theoretical product or service that is non-existent at present? Is this a time boxed problem (e.g.-problem disappears in a year) that will eventually render the product or service useless. Will data sources be under development? (if applicable)

Constraints Should be detailed and specific to the project. Conditions or known factors that limit a projects options in delivering the projects scope and meeting stakeholder expectations. Establish the boundaries used for the planning and execution of the project and typically do not change. All regulatory, contract, resource, time, or budget constraints should be identified. Will the Project require additional funding beyond the current Project fund allocation? Will the Project require external expertise or knowledge that is not readily available at the organization Court? Will this solution/Project hinder other developments / issues / technologies later on? (if applicable) Will this solution / Project fit in / synchronize with other or existing systems / Are there entities / departments within the organization Court that that do not support this solution / Project? Assumptions Should be detailed and specific to the project. Assumptions are typically factors that cannot be confirmed but have a sufficient level of certainty that they will impact the project. Assumptions form the basis for planning the project and require routine validation to ensure that they are still true. As the project progresses, assumptions may become risks if the certainty of that condition becomes less likely. What assumptions were made for this project? Are those assumptions tenable? How do we know? Risks Should be detailed and specific to the project. Risks are factors that, if they occur, will have an effect on the ability to deliver the project scope and meet stakeholder expectations. Risks should be actively monitored and mitigation approaches or contingency plans updated accordingly as the project progresses. The risk identified in the table below should represent the projects critical or key risks and should be managed in accordance with the Risk Management Plan. What are the possible risks of implementing this solution / Project?

CRITICAL SUCCESS FACTORS When Initiating a Project see pg. 12 The Project need / opportunity is documented in the Project Proposal document. (This is the Project Initiation document). The Sponsor is Identified and engaged. The Project Objectives and Benefits are identified in the Project Initiation documents. The Project is aligned with the Courts strategic direction and documented in the Business case. Initiating Project Manager and Initiating phase team members are identified. Project Proposal is created Project Objectives are documented in the Project Proposal. Project Constraints and Assumptions are documented in the Project Proposal. Key Stakeholders are identified and documented on the Project Proposal. Key Stakeholder needs and expectations are identified and managed. Key potential risks and contingency plans / mitigation strategies are documented in the Project Proposal. Project cost is documented / summarized in the Project Proposal KEY ACTIVITIES NECESSARY FOR THE SUCCESSFUL INITIATION OF A PROJECT see pg. 12 - 19 Define the Project need / opportunity Identify the Project Sponsor Identify Project Objectives and Benefits Ensure Alignment with Strategic Direction Assign an Initiating Project Manager. Create the Project Proposal (usually done by the Initiating Project Manager) Define Project Objectives Identify the Project Constraints and Assumptions Identify and Engage Key Stakeholders. Identify Key Potential Risks Determine Costs / Benefits

THE PROJECT MANAGEMENT LIFECYCLE: PHASE 2 PLANNING

Initiation

PLANNING

Execution/ Management

Closing

KEY DOCUMENTS FOR PHASE 2: PLANNING DOCUMENT Kickoff Meeting and Agenda RASCI Matrix Project Plan Schedule SMALL Optional Optional Required

PROJECT SIZE MEDIUM Optional Optional Required

LARGE Optional Optional Required

PROJECT PLANNING - INTRODUCTION The Project Planning stage is considered the most important stage in Project Management. Project Planning is not a single activity or task. Project Planning defines the project activities and describes how the activities will be accomplished. The Project Planning phase begins with the Project Kick-off meeting. Subsequently, a Project Management Plan will have to be created. The PMP will contain a compilation of the deliverables created during the Initiation and Planning Phases. The Deliverables define how the project is planned, executed, monitored and controlled and closed. Once the Project Manager creates the Project Management Plan, it has to be reviewed and approved by the Department Manager and the Executive Committee. The purpose of the Planning phase is to: Clearly define the project scope Establish more precise cost and schedule of the project. Establish the work organization Obtain management approval Provide a framework for management review and control

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The Planning Phase will be successful if: Scope of Project, personnel requirements, costs and work schedules are clearly identified. The work organization and management review and control procedures are clearly defined. Management approval is obtained. KEY ELEMENTS OF THE PROJECT PLANNING PHASE: The lifecycle of the Project and the processes that will be applied to each phase are identified The project management process that will be used on the project and how they will be accomplished are identified Communications Management Plan (how communication / correspondence is to take place) is defined Issue Management Plan (how issues that appear are managed) is implemented. Risk Management Plan (how risks to / in the project are handled) is created Change Management Plan (How changes to the Project are handled) is made available. Additional Management Plans such as a Requirements Management Plan, a Schedule Management Plan, a Costs Management Plan, a Quality Management Plan, a Process Improvement Plan, a Human Resources Management Plan and a Procurement Management Plan are created or considered. A Performance Measurement Baseline that includes a Scope Baseline, a Schedule Baseline and a Costs Baseline is created, identified or considered.

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PROJECT PLANNING CRITICAL SUCCESS FACTORS see pg. 22 Project Manager is assigned. Project planning team is established. Project Scope is outlined. The Procurement and Sourcing Strategy has been determined. The Work Breakdown Structure (WBS) is completed and Activities are documented. Project schedule / work plan is loaded with actual resources. Project Organization and Reporting Structure are documented. Project Roles and Responsibilities are documented. Project Team members are assigned and committed to the project. Detailed Project Schedule / Work plan is completed. All resources required are identified. Budget includes costs for all one- time and recurring expenses. Budget includes labor costs for all resources (e.g. outside contractors and Court employees). The Project Schedule / work plan has been updated with cost factors. The Cost Estimate and Budget document is accepted and baselined. The Risk Management Plan describes how the team will manage risks during the Project. The Issue Management Plan describes how the project team will manage issues throughout the project. Change Management Plan identifies the process for managing scope changes. The Communication Plan and Detailed Communication Plan documents described communication processes to be used during the project.

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KEY ACTIVITIES IN THE PROJECT PLANNING PHASE: Assign Project Manager Define Project Scope Determine Procurement and Sourcing Strategy Create Work Breakdown Structure and Identify Activities Define Project Organization and Project Team Develop the Project Schedule / Work Plan Identify Other Resource Requirements Define Project Cost Estimate and Budget Identify Potential Project Risks. Determine Process for Issue Identification and Resolution Determine Process for Managing Scope Change Develop the Project Communication Plan Hold the Project Kickoff Meeting

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THE PROJECT MANAGEMENT LIFECYCLE: PHASE 3 EXECUTION

EXECUTION/
Initiation Planning Closing

MANAGEMENT
KEY DOCUMENTS FOR PHASE 3: EXECUTION/MANAGEMENT DOCUMENT PROJECT SIZE SMALL MEDIUM Project Status Report Optional Required Risk Log Optional Optional Issue Log Optional Optional Change Request Form Optional Optional Change Log Optional Optional

LARGE Required Required Required Optional Required

PROJECT EXECUTION - INTRODUCTION Project Execution and Management are two parts of the same phase. This portion of Phase 3 deals with the Execution of a Project. Project Execution relies heavily on the plans developed in the planning phase. The purpose of the Execution Phase: To implement the Project described in the Initiation phase and organized in the Planning phase. To enable key personnel and deploy planned resource towards Project completion. To activate the Controlling the Monitoring process The Execution Phase will be successful if: The Project Plan Schedule is implemented correctly All allocated resources are available at the start of the execution phase All known or available controlling and monitoring processes and documentation are utilized correctly

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KEY ELEMENTS OF THE EXECUTION PHASE: Being prepared to measure project activities. Being prepared to monitor project performance against the Project management plans. Initiating the variance assessment process. Identifying preventive and corrective actions to address issues and risks. Influencing the factors that cause project change. Reviewing and making decisions about change requests. Reporting on project status. PROJECT EXECUTION CRITICAL SUCCESS FACTORS pPg. 33. Project deliverables are produced and work products are tracked. Project services and /or resources have been procured. Project Team works together towards the project goals. Communications are clear, meaningful and distributed effectively. Stakeholder expectations are known and managed. Project progress and status are known and are inputs to the project status report. KEY ACTIVITIES IN THE PROJECT EXECUTION STAGE.: Produce Project Deliverables. Conduct Procurements. Manage Project Team. Distribute Information. Manage Stakeholder Expectations. Collect Project Status Information

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The Project Management Lifecycle: PHASE 3 MANAGEMENT

EXECUTION/
Initiation Planning Closing

MANAGEMENT
KEY DOCUMENTS FOR PHASE 3: EXECUTION/MANAGEMENT DOCUMENT PROJECT SIZE SMALL MEDIUM Project Status Report Optional Required Risk Log Optional Optional Issue Log Optional Optional Change Request Form Optional Optional Change Log Optional Optional

LARGE Required Required Required Optional Required

PROJECT MANAGEMENT - INTRODUCTION Project Execution and Management are two parts of the same phase. This portion of Phase 3 deals with the Management of a Project. In the Project Management portion of Phase 3, The Project is Monitored and Controlled. This is a process that is active over the full lifecycle of a project and in particular, the execute portion of a Project The purpose of the Project Monitoring and Controlling phase is to have a clear understanding of the project s progress, to communicate that progress, and to take corrective and preventive actions when needed to keep the project on track. The purpose of the Management Phase: To ensure that the Project Plan Schedule is being maintained To monitor and control all risks, issues and changes. Is to bring the Project deliverables in on time and within the agreed budget The MANAGEMENT Phase will be successful if: All risks and issues are managed efficiently Product delivery schedules are met Costs are managed to stay within budget

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KEY ELEMENTS OF THE PROJECT MANAGEMENT (MONITORING AND CONTROLLING ACTIVITIES) PHASE: Measuring the ongoing project activities. Monitoring project performance against the Project Management plans. Assessing variances. Identifying preventive and corrective actions to address issues and risks. Influencing the factors that cause project change. Reviewing and making decisions about change requests. Reporting on project status. PROJECT MONITORING AND CONTROLLING - CRITICAL SUCCESS FACTORS pPg. 39 Project Risk are documented (e.g. according to the Risk Management Plan) and addressed. Scope Changes are identified and addressed. Scheduled tasks are closely tracked for timely completion. Schedule problems are identified and addressed. Planning documents are updated with impact of improved Scope Changes. Scope Creep is minimized. Project costs are understood and controlled. Issues are identified and resolved. At each Phase Gate, the project is evaluated for phase completeness and readiness to progress to the next phase. Contractual obligations are met. A sense of partnership, among the Project participants, is created and maintained. Project Planning documents are revised to reflect the current status of the project. Stakeholders and the Project Team members are informed and aware of project activities and status. Sponsor is informed of project status and key issues. Sponsor provides direction and support for resolving key issues.

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KEY ACTIVITIES IN THE PROJECT MONITORING AND CONTROLLING STAGE:. Manage Risk Manage Schedule. Manage Scope. Manage Costs. Manage Issues. Review Projects at Phase Gates. Administer Contract / Vendor. Update Project Planning Documents. Communicate Information. Prepare and Distribute Status Reports.

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THE PROJECT MANAGEMENT LIFECYCLE: PHASE 4 CLOSING

Initiation

Planning

Execution/ Management

CLOSING
PROJECT SIZE MEDIUM Optional Required LARGE Optional Required

KEY DOCUMENTS FOR PHASE 4: CLOSING DOCUMENT Lessons Learned Log Project Closeout Report SMALL Optional Required

PROJECT CLOSING -INTRODUCTION The final phase of a Project is the Closing or Closeout phase. A Project closeout is completed once all defined project tasks and milestones have been completed and the customer has accepted the projects deliverables. The Purpose of the Closing Phase: The Project is officially closed (signed off on by the sponsors) The final Product is unveiled and made available to the end user All relevant documentation generated throughout the project is gathered and archived The Closing phase will be successful if: Execution and Management deadlines have been met All risks have been neutralized and change requirements satisfied The Project Deliverables, outlined in the Project Proposal (phase 1), have been satisfied.

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KEY ELEMENTS OF A PROJECT CLOSING PHASE: Verification of formal acceptance of the Project by Stakeholders and the Sponsor Re-distributing resources (staff, facilities, equipment, and automated systems) Closing of any financial issues such as labor charge codes and contract closure. Documenting the successes, problems and issues of the project. Documenting lessons learned. Celebrating project success. Completing collecting and archiving project records Producing a Project Closeout Report. PROJECT CLOSING CRITICAL SUCCESS FACTORS: The Project Assessment Survey provides information for the Project Closeout Report. All contractual obligations have been met or formally waived. Lessons learned are identified and used to improve processes for future projects. Lessons learned are documented in the Project Closeout Report. Project Closeout Report summarizes the project. Project Closeout Report is approved by the Sponsor. Resource managers have been provided with information on the performance of their team members. Project documentation is complete and has been archived Project celebration is held and team members are recognized publicly for their efforts. KEY ACTIVITIES IN THE PROJECT CLOSING PHASE: Conduct Project Assessment Survey. Conduct Final Contract Review Finalize Lessons Learned. Complete the Project Closeout Report. Provide Performance Feedback for Project Team Members. Archive Project Documentation Hold Project Celebration.

SOURCE MATERIAL: UNIVERSITY OF MINNESOTA PROJECT MANAGEMENT METHODOLOGY 53 pages WORK PLANNING MANAGEMENT INSTRUCTOR REFERENCE 46 pages

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