Page 1 of 1

STANDARD OPERATING PROCEDURE – IS – IS PROJECTS OFFICE

SECTION: IS Projects Office /

SOP NO: 502

TITLE: IS Project Management / ISSUE NO: 1.0 – Draft
PREPARED BY: Pieter Erasmus / EFFECTIVE DATE:
EXPIRES: / EXPECTED REVIEW:
CHECKED BY:
NAME: Robin Botha
SIGNATURE: ______
DATE: ______/ APPROVED BY:
NAME: ______
SIGNATURE: ______
DATE: ______
/ APPROVED BY:
NAME: ______
SIGNATURE: ______
DATE: ______
DISTRIBUTION: / EXCO
Managers
IS Project Managers

PURPOSE

Project Management provides an integrated framework for project organisation, planning and control which is designed to

·  Ensure the timely and cost-effective production of all the end-products

·  Maintain acceptable standards of quality

·  Achieve for ihd the benefit for which the investment in the project has been made

Project Management specifically addresses Information Systems projects. It can be adapted to any size or type of Information Systems project and also includes activities required to establish infrastructure teams/plans/procedures.

This SOP defines the Standard Operating Procedure for managing IS projects

SCOPE

The Project Management process consists of three stages:

·  Project Initiation & Planning: defines the activities necessary to set a project up for success.

·  Project Control: defines the activities necessary for the ongoing management of a project.

·  Project Closure: defines the activities necessary to bring a project to a successful conclusion.

This SOP does NOT include:

·  Project Identification, Project Selection or Project Prioritisation

·  Product related processes i.e. Project Execution (e.g. Software Development or Software Maintenance). The selected product process is dependant on the type of project and is created or selected & customised in the Project Initiation & Planning Stage of a Project.

DEFINITIONS

Detail information regarding the Project Management Methodology can be accessed at http://lp-db2-01/advisor3/PLWEB/ca/template/T_PM/f_1.htm

RESPONSIBILITY

The Project Manager, who is assigned by the IS Projects Office Manager to manage a Project, is responsible to apply this SOP to each approved IS Project and to ensure that the Project Board i.e. Project Sponsor, Customer Representative(s) and Technical Representative(s) and all Project Team Members are aware of the Processes.

A project produces a product that serves the business requirements of the customer and organisation. All groups that have a stake in a project should be business partners who ensure that the functionality, capability, timing, costs, and people interfaces are all addressed. To be successful, senior management commitment and involvement is crucial, but the business partnership at all levels of the organisation must also be developed and maintained.

PROCEDURE

Overview

Figure 1: Project Management Process Overview.

Overview: Project Initiation & Planning (Activity PM1 in Figure 1 above)

  1. All IS Projects will be initiated by a Project Proposal that was approved and assigned a priority by the Project Steering Committee (PSC). (Refer to Project Identification & Selection SOP No 501)
  1. The IS Projects Office Manager will assign a new project to one of the Project Managers to manage based on Project Manager skills and workload.
  1. The Project Manager will perform the Project Initiation and Planning Stage to compile a Project Plan and make the project information available on ADvisor on the Intranet using the AllFusion Process Management Suite of Software Tools. The following steps in the Project Initiation & Planning Stage must be performed:
  1. Project Start-up
  2. Project Scope
  3. Project Organisation
  4. Scheduling and Budgeting
  5. Business Case
  6. Project Control Procedures
  7. Project Initiation and Planning Stage Assessment
  1. The Project Plan will be reviewed and approved by the IS Projects Office Manager and the Project Steering Committee before proceeding with project execution.

Overview: Project Control and Execution (Activity PM2 and D1 in Figure 1 above)

  1. Any project will contain product related stages (e.g. Analysis, Logical Design, Physical Design, Construction & Testing and Installation) that will be executed by the project team. The product related work must be controlled by the Project Manager to ensure that the approved project plan is executed.
  1. Project control consists of the following:
  2. Stage Management
  3. Stage-end Assessment
  1. The Project Manager will perform Stage Management for each product related stage in the WBS (Work Breakdown Structure).
  1. The Project Manager will perform Stage Management by ensuring the following tasks are performed:

a.  Kick Off the Stage

b.  Monitor Project Progress and Cost

c.  Identify and Resolve Issues

d.  Communicate and Market Project

e.  Execute Change Control Procedures

  1. Manage Exception Situations
  1. The Project Manager will perform Stage-end Assessment at the end of each stage by performing the following tasks:
  1. Ensure Requirements Traceability
  2. Review Project Deliverables
  3. Develop Schedule for Next Stage
  4. Revise and Review Project Plan
  5. Prepare Stage End Assessment
  6. Conduct Stage End Assessment
  7. Baseline Project Deliverables
  8. Complete Configuration Management Audit
  1. The Project Manager will perform Project Control on all product related stages until all the stages have been completed.

Overview: Project Closure (Activity PM3 in Figure 1 above)

  1. The Project Manager will formally close the project after the main product or deliverable of the project has been installed and is in use by the customer that requested the product.
  1. The Project Manager will perform the following steps to close a project
  2. Project Completion
  3. Product and Process Improvement
  1. The Project Manager will ensure that the following tasks are performed during Project Completion:
  1. Prepare & Conduct Project Evaluation
  2. Initiate the Maintenance Process
  3. Close Outstanding Project Work
  4. Prepare for Project Closure Meeting
  5. Conduct Project Closure Meeting
  6. Review and Baseline Project/Deliverables

4.  The Project Manager will ensure that the following tasks are performed for Product and Process Improvement:

a.  Collect Project Feedback and Metrics

b.  Collate and Analyse Metrics

c.  Analyse Product Quality

d.  Complete Process Review

Detail Procedures

Work Breakdown Structure Summary List

Stage PM.PIP: Project Initiation and Planning

Step PM.PIP.01: Project Startup

Task PM.PIP.01.010: Establish Project Charter

Task PM.PIP.01.020: Confirm Project Sponsor and Project Manager

Task PM.PIP.01.030: Prepare Project Initiation & Planning Stage Schedule

Step PM.PIP.02: Project Scope

Task PM.PIP.02.010: Identify Business Drivers, Objectives, & Success Criteria

Task PM.PIP.02.020: Determine Project Scope

Task PM.PIP.02.030: Identify High Level Solution

Task PM.PIP.02.040: Review and Compile Products

Step PM.PIP.03: Project Organisation

Task PM.PIP.03.010: Define Project Organisation

Task PM.PIP.03.020: Determine Training Requirements for Project Team

Task PM.PIP.03.030: Review Project Organisation

Step PM.PIP.04: Scheduling and Budgeting

Task PM.PIP.04.010: Define Project Approach and Schedule

Task PM.PIP.04.020: Define Initial Project Budget

Task PM.PIP.04.030: Perform Risk Analysis

Task PM.PIP.04.040: Define Next Stage Activities and Schedule

Task PM.PIP.04.050: Review and Compile Products

Step PM.PIP.05: Business Case

Task PM.PIP.05.010: Determine the Project Costs

Task PM.PIP.05.020: Quantify Benefits

Task PM.PIP.05.030: Review Risk Analysis

Task PM.PIP.05.040: Perform Cost Benefit Analysis

Step PM.PIP.06: Project Control Procedures

Task PM.PIP.06.010: Customise Quality Assurance Plan

Task PM.PIP.06.020: Customise Configuration Management Plan

Task PM.PIP.06.030: Customise Communications Plan

Task PM.PIP.06.040: Customise Progress Reporting Procedures

Task PM.PIP.06.050: Customise Problem Reporting Procedures

Task PM.PIP.06.060: Customise Issues Management Procedures

Task PM.PIP.06.070: Customise Cost Control Procedures

Task PM.PIP.06.080: Define Exception Management Procedures

Task PM.PIP.06.090: Define Other Project Controls

Task PM.PIP.06.100: Review and Compile Products

Step PM.PIP.07: Project Initiation and Planning Stage Assessment

Task PM.PIP.07.010: Complete Project Plan

Task PM.PIP.07.020: Review Project Plan

Task PM.PIP.07.030: Prepare Stage End Assessment

Task PM.PIP.07.040: Conduct Stage End Assessment

Task PM.PIP.07.050: Complete Process Review

Task PM.PIP.07.060: Baseline Project Plan

Stage PM.PCTL: Project Control

Step PM.PCTL.01: Stage Management

Task PM.PCTL.01.010: Kick Off the Stage

Task PM.PCTL.01.020: Monitor Project Progress and Cost

Task PM.PCTL.01.030: Identify and Resolve Issues

Task PM.PCTL.01.040: Communicate and Market Project

Task PM.PCTL.01.050: Execute Change Control Procedures

Task PM.PCTL.01.060: Manage Exception Situations

Step PM.PCTL.02: Stage End Assessment

Task PM.PCTL.02.010: Ensure Requirements Traceability

Task PM.PCTL.02.020: Review Project Deliverables

Task PM.PCTL.02.030: Develop Schedule for Next Stage

Task PM.PCTL.02.040: Revise and Review Project Plan

Task PM.PCTL.02.050: Prepare Stage End Assessment

Task PM.PCTL.02.060: Conduct Stage End Assessment

Task PM.PCTL.02.070: Baseline Project Deliverables

Task PM.PCTL.02.080: Complete Configuration Management Audit

Stage PM.PCL: Project Closure

Step PM.PCL.01: Project Completion

Task PM.PCL.01.010: Prepare & Conduct Project Evaluation

Task PM.PCL.01.020: Initiate Maintenance Process

Task PM.PCL.01.030: Close Outstanding Project Work

Task PM.PCL.01.040: Prepare for Project Closure Meeting

Task PM.PCL.01.050: Conduct Project Closure Meeting

Task PM.PCL.01.060: Review and Baseline Project/Deliverables

Step PM.PCL.02: Product and Process Improvement

Task PM.PCL.02.010: Collect Project Feedback and Metrics

Task PM.PCL.02.020: Collate and Analyse Metrics

Task PM.PCL.02.030: Analyse Product Quality

Task PM.PCL.02.040: Complete Process Review

Stage PM.PIP: Project Initiation and Planning

To

take the ideas and intentions of a group of people who see the need for a project in their organisation and convert them into a formal, planned, resourced and funded project

in a way that

·  clearly and explicitly defines the objectives and scope of the project

·  develops an overall schedule of activities and resources required to carry out the whole project

·  develops a detailed schedule of activities and resources required to carry out the next stage of the project

·  defines a project organisation structure which can be used to effectively manage and carry out the necessary work

·  establishes a convincing business case for the project

·  gains commitment and approval to the project from the appropriate level of senior management

so that

·  the project is firmly set up for success

·  the probability of producing a high quality product on budget and on schedule is maximized

The Process Flow of the PIP Stage is depicted in Figure 1: Project Management Process Overview

Figure 2: Project Initiation & Planning Process Flow

Step PM.PIP.01: Project Startup

To

establish a charter for the project

in a way that

·  the mission of the project is fully explained

·  project scope and boundaries are clearly identified showing what's inside the scope and what's outside

·  major deliverable(s) are documented describing what the project is to produce

·  assumptions are laid out in an understandable manner

·  project organizational requirements are defined

·  quality assurance program that will be applied

·  rough order of magnitude of project costs

so that

·  a guide is established for the operation of the project

·  management has an understanding of the project costs and achievements to be made

·  mappings can be made against the corporate strategic plan

Task PM.PIP.01.010: Establish Project Charter

1.  If an approved Project Proposal does not exist, the IS Projects Office Manager must first apply the Project Identification & Selection SOP to ensure that the requested project is approved first and an approved Project Proposal is supplied to the Project Manager

2.  The Project Manager will compile a Project Charter from the PSC approved Project Proposal. (See APPENDICES

3.  Appendix 1: Project Charter).

Task PM.PIP.01.020: Confirm Project Sponsor and Project Manager

1.  IS Projects Office Manager confirms that a Project Sponsor has been appointed for the Project.

2.  IS Projects Office Manager distributes Project Charter to Project Sponsor for Review

3.  IS Projects Office Manager selects and assign and brief a Project Manager to manage the Project.

4.  Project Manager updates the Project Charter with Project Sponsor views.

5.  Identify Key Resources that may be of assistance in the Project Initiation & Planning Phase.

6.  Project Manager drafts the preliminary Project Organisation Chart (See Appendix 2: Project Organisation). Apply the Project Organisation Technique in the Process Library.

Task PM.PIP.01.030: Prepare Project Initiation & Planning Stage Schedule

The Project Manager:

1.  Plans the activities (work breakdown structure), effort, resources, and time scales for the Project Initiation & Planning Stage by reviewing any previous studies addressing the area of interest.

2.  Creates a blank project in Project Engineer.

3.  Create a project level task and rename it to the Project Name

4.  Import the PIP kernel and demotes to a Stage level

5.  Identifies other projects that are closely associated with the proposed project and review them with the appropriate Project Managers.

6.  Reviews the activities in Project Initiation & Planning Kernel and customises the PIP WBS.

7.  Identify resources to perform Project Initiation & Planning Stage.

8.  Requests Project Office Console Administrator to create new resources in POC (Project Office Console)

9.  Imports required resources into from POC into Project Engineer

10.  Assigns resources to tasks in Project Engineer

11.  Estimates the effort for each task per resource.

12.  Updates the schedule based on available resources

13.  Check Project file into POC and schedule project using Project Planner

14.  Determines any constraints that must be observed during Project Initiation & Planning

15.  Documents any assumptions that have been made in producing the schedule

16.  Creates a Project Initiation & Planning Stage schedule and make available in Advisor by changing the status from ‘Plan’ to ‘Schedule’.

Step PM.PIP.02 – Project Scope

To

establish the project scope and clearly define the project boundaries

in a way that

·  takes into account the project background, including previous and related initiatives

·  uses pictures instead of words whenever possible

·  identifies the Business Objective that is the underlying reason for the project

·  clearly defines the objectives of the project in relation to the Business Objective

·  identifies the major business requirements that the project must meet

·  identifies the constraints the project must work within

·  clearly and explicitly defines what the project will and will not cover

so that

a clear and commonly understood target and benchmark is available to project members and other interested parties by which they can steer the direction of the project and assess the quality of the final product.

Task PM.PIP.02.010: Identify Business Drivers, Objectives, & Success Criteria

1.  Project Manager, with the help of a Business Analyst, conducts a series of Interactive Development and/or interview sessions with the business and management representatives to identify major objectives and critical requirements for the new project.