Professional Documents
Culture Documents
PM1 1
PM1 1
PM1 1
Triple
Constraint
Cost
Time
Performance
Project
Initiate
Project
Planning
Project
Execution
Project
Control
Project
Closeout
Cost and
Staffing
Level
Start
Time
Finish
19
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Phase Milestones
Implement
Execute
Plans
Operate
Clo
Pr se
oje
ct
Arch.
&
Design
Construct
Wa
rra
nty
Design
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Rq
mt
s.
Define
&
Initiate
Plan
Sta
Pro rt
jec
t
Initiate
Sub-Phase Milestones
Iterative approach to defining, justifying, building, and delivering IT solutions
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Communication Management
Issues Management
Financial Management
Risk Management
Quality Management
Procurement Management
Implement
Execute
Plans
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Operate
Clo
Pr s e
oje
ct
Arch.
&
Design
Construct
Wa
rra
nty
Design
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Rq
mt
s.
Define
&
Initiate
Plan
Sta
Pro rt
jec
t
Initiate
Traditional Organization
E x e c u t iv e O ffic e
E n g in e e r in g M a n a g e r
O p e r a t io n s M a n a g e r
F in a n c ia l M a n a g e r
A d m in is t r a t io n
M a r k e t in g
24
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Traditional Organizations
Advantages
Easier budgeting and cost control
Flexible in use of personnel
Broad personnel base to work
from
Continuity in disciplines,
policies, procedures, etc.
Communication channels are
vertical and well established
Disadvantages
No one individual responsible for
projects
Coordination is complex and
requires more hours
Decisions favor the strongest
functional group
Difficulty pinpointing responsibility
Motivation and innovation are
decreased
25
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Projectized Organization
Project Coordination
PR O JE C T M AN AG E R
C H IE F E X E C U T IV E
PR O JE C T M AN AG E R
PR O JE C T M AN AG E R
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
26
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Projectized Organization
ADVANTAGES
DISADVANTAGES
(Overview)
Initiate
Define
&
Initiate
Initiate:
Deliverables
Best Practices
Project Charter
Status Meeting
Project Proposal
Business Case
Workshop
Application Estimating
Visioning
Project ID
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(Overview)
Rq
mt
s.
Sta
Pro rt
jec
t
Plan
Plan:
Deliverables
Best Practices
Project Workplan
Priority Triangle
Project Plan
(Overview)
Rq
mt
s.
Sta
Pro rt
jec
t
Plan
Plan:
Requirements:
Deliverables
Application Requirements
Data Requirements
Requirements Specification
Organizational Requirements
Test Strategy
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Test Plan
(Overview)
Design
Arch.
&
Design
Design:
Deliverables
Current Communication Infrastructure
Test Cases
Test Plans
Test Scripts
Test Strategy
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(Overview)
Design
Best Practices
Summary of Architecture & Design Techniques
Arch.
&
Design
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(Overview)
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Construct
Construct:
Harrington Institute of Quality @2003 research all rights reserved (do not sell, copy, or give away this information)
(Overview)
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Construct
Deliverables
Best Practices
Programming Code
Staffing Materials
Object-Oriented Development
Testing Completeness
Harrington Institute of Quality @2003 research all rights reserved (do not sell, copy, or give away this information)
(Overview)
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Construct
Construct:
Templates
Programming Standards & Guidelines
Best Practices
Testing Completeness
Staffing Materials
Testing Defect Log
Testing Quality Gate Log
User Cases
Test Scripts
Training Materials
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(Overview)
Implement
Implement:
Execute
Plans
Implement:
Templates
Best Practices
Implementation Schedule
Training Workshop
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(Overview)
Operate:
Warranty:
Clo
Pr se
oje
ct
Wa
rra
nty
Operate
Templates
Best Practices
Handoff Schedule
Training Workshop
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(Overview)
Clo
Pr se
oje
ct
Wa
rra
nty
Operate
Operate:
Close Project:
Templates
Best Practices
Post Mortem
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VOC Guide
Customers
Planning
Identify
Retain
Relationship
Needs
Assessment
People
Lessons
Learned
(commitment)
Segment
Process
Profile
Platform
Integrate
Product
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Personalize
Internet
Experience
60
Developing Tactics
CEO Vision
VOC
Requirements
Organizational
Strategy
Strategic Requirements
Objectives
Product
Service
Project Tactics
Process
Technical
Infrastructur
e
59
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Problems in Gathering
Requirements
Requirements not
agreeable to all parties
Requirements too rigid to
adapt to changing
priorities
Insufficient time available
Requirements not
adequately quantified
Functional gaps
Lack of Support
High personnel turnover
Insufficient knowledge of
targeted area
Inadequate experience
with new technology
61
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Specific
Measurable
Agreed To
Realistic
Time Constrained
62
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Project Charter
63
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Product description
67
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Requirements Management
Document and classify requirements
changes
Determine if the change is within scope
Analyze the change for impact
Submit the change for approval
If approved, allocate and trace
requirements throughout the system
68
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Managing Change
Identify the change with a Change
Request
Assess the change
Receive approval/approval for it
Communicate the decision
If approved, implement the change
69
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Configuration Management
71
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(Analysis)
Initiate
Initiate:
Define
&
Initiate
Project
Charter
Sponsor
Project
Manager
Cost
Benefit
Analysis
Business
Case
Project Description
Alternative Analysis
Deliverables
Financial Tracking
Process
Step
Decision
?
Initial Risks
Workshop
Visioning
Additional PM Tasks
Request Project ID
Output/
Deliverable
Data
Storage
Link
to
External Process
PROJECT SELECTION
Technological
Environmental
Legal
Economic, etc..
Economic,
etc..
Factors
Stockholders
&
Sponsor
Stakeholder
Needs
Customers
Executives
Executives
Partner
Partner
Needs
Needs
Customer
Needs
&
Expectations
Project
Request
Handling
Process
Business Case
Business Case
Steering Committee
Member Vote weighted
by Customer
Requirements and
Corporate
CorporateStrategy
Strategy
Alignment
47
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Business Case
Project
Document
Project
Description
Capture
Initial
Risks
Identify
Impacts
to Others
Document
Alternative
Analysis
Capture
Stakeholders
And
Deliverables
Project
Business
Case
Place BC into
Project Folder
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Document
Interdependencies,
Assumptions
&
Constraints
Benefit-Cost Ratio
55
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Present Value
PV = Vt /(1 + i)t
Vt = Value of money invested in t
t = Number of time periods from today
i = Interest rate or internal discount rate
Net present value (NPV) =
PVrevenues PVcosts
56
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Payback Period
57
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9.0
Systems
9.1
Planning
9.2
Service
Delivery
IT Enabling Process
9.3
Prod.
Svc. Mgmt.
9.1.1 Define IT
Business Strategy
Solicit &
review
business
input
Evaluate
requirements
against industry
trends & new
technology
Update 3
Year
Strategic
Plan
9.1.2
Assess
Strategic
Elements
9.1.3 Define
Implementation
Plan
Present
plan to
Steering
Committee
Yes
No
Distribute
Plan to IS
and
Business
Plan
Approved?
Measures
Input (x)
Start Date
Present to IT
Senior
Management for
Acceptance
Review
Implementation
policies
No
Plan
Approved?
Develop necessary
ground rules /
policies and
effects on the
business
Consolidate
guidelines,
directives &
strategy for
implementation
plan
Yes
Distribute
Accepted
Implementation
Plan
Measures
Output (y)
Input (x)
Output (y)
End Date
Start Date
End Date
no. of Projects
Management Resistance
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Delivery Processes
5.1
Delivery
Value
Added
Non-Value
Added
Redundant
CTQ
Effective
Efficient
Is there a
Better
Way?
5.1.1
Delivery Strategy
5.1.2
Review Material Requirements
5.1.3
Evaluate Select Vendor
5.1.4
Purchasing P.O.
5.1.5
Present Plan to Steering
Committee
N/A
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IMPLEMENTATION
Conduct
Analysis
Create Implementation
Guide
Draft
EPRO
Migration
Structure
Mapping Job
Aid
Impl.
Guid
e
STRUCTURE
Draft
ePRO
Expert Team
Meeting
Track
Systems
Loads
Create Client ID
Review
Draft ePRO
To
Structure,
Benefits,
and
Eligibility
SMT linking
legacy
structure to
end state
Complete
Structure
To
Structure,
Benefits,
and
Eligibility
Client
ID
Inspection/Verify
with e-PRO
OK For
Release
to Vendor
ePRO
Update
EPRO
Draft
e-PRO
Yes
No
OK?
EPRO
Rework
Test Scenarios
Go back to
Rates
Fix Claim
Errors
OK?
Yes
Yes
No
No
Review
Draft
EPRO
OK?
Yes
OK?
Yes
No
CAIP
Reformat
Client
Eligibility Data
Receive Enrollment
Data
OK?
Release
ATC
To Vendor
BPC &
Class
Codes
Create
Codes
Match &
Merge
e-PRO
Redo?
Yes
Structur
e in
CDB
Yes
Get
Underwriting
Approval
No
ELIGIBILITY
Legislative Tool
Review
ID Claim
Scenarios
CDB
No
EPRO
Rework?
From
Benefit
s
Run Legislative
Tool
Request/Receive
Request
Codes
Codes
No
Release e-PRO
Record
BENEFITS
Review
TS
Set Up Client ID in
End State
Structure
Eligibility
In CED
Load data in
CEO
Yes
Fix Errors
Data
Engines
Loaded
(e.g ATC,
DocGen,
etc)
No
Are
errors
resolve
d?
Yes
e-PRO
Rework
OUT OF SCOPE
PROCESS STEPS
SALE
Get
S Underwriting
Approval
Client
Input
To Sales
To
Structure
CLIENT /
CUSTOMER
Enrollmen
t File
GO
Decisio
n
To
Eligibility
ID
Card
s
Production
Migration
Support
Cancel
Legacy
Structure
ERW To
Implementatio
n
ERW
e-Pro
Rework
VENDO
R
(ID
CARDS)
From
Vendor
Member
cancelle
d
in
Legacy
Create
ERW
VOB
ERW
From
Eligibilit
y
Cancel
Member in
Legacy
Elig.
Rework
ERW To
Implementatio
n
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Supplier Input
Support Areas
Finance
Legal
Information Systems
Training, etc...
Project Manager
Business case management Project Results
Financial Management
Scope, Quality
Resource Management
Issues, Risks
Schedules
Change Control
Metrics
Project Office
Team
Knowledge Management
Data Warehouse
Data Management
Customer Profiling Requirements
Project Administration
Schedule Support
Reporting
Documentation Management
Implementation Team
Implementation Strategy
Application Cutover Strategy
Phased Implementation Schedule
Integration Management
Testing Team
Test Strategy Plans
Requirements Tracing
User Acceptance Testing
Test Cases & Scripts
Organizational
Product/
Service
Design
Team Team
Business Impact Assessment
Business Readiness Assessment
Communications
Organizational Integration
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